Coaching Behaviours: Being Curious - Deepstash

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Coaching Behaviours: Being Curious

Coaching starts with asking more and telling less -- becoming more inquisitive about employees as human beings. What do employees need? What are their strengths? What are their goals?

Then, the best coaches listen to understand. They listen to truly comprehend employees' circumstances, goals, challenges and needs.

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Excessive complicated administrative tasks make it difficult for managers to prioritize conversations with employees. And burned out, overworked managers will find it difficult to muster enthusiasm for coaching. In fact, reducing administrative tasks could better engage your best managers. This i...

Today's employees want a manager who is invested in their personal and professional development. They want frequent feedback -- and opportunities to do more of what they do best. They want to consistently grow as they pursue a compelling purpose.

People join companies, but they leave managers. Because today's employees demand something different from their job, coaching is a must for managers. Plus, coaching creates an environment of high development, which is the most productive type of culture for your business and your employe...

Like all employees, managers take their cues from leaders -- so leaders must create buy-in by providing the resources, development and accountability managers need.

  • Coaches set clear expectations and performance goals, and they hold employees accountable for those targets.
  • Coaches are future-focused when it comes to performance -- whereas bosses typically look for errors and punish performance mistakes.
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Coaches are curious for a reason: They use discoveries about employees' motivations, concerns and aspirations to demonstrate care and dismantle barriers to performance and engagement.

Quick-fix coaching programs haven't made coaching intuitive or accessible.

Coaching becomes approachable when managers have access to proven development.

To abandon traditional bossing and start coaching, managers need coaching themselves from leaders who genuinely care. When leaders support managers, they can make coaching systemic in their organization -- part of "how we do things around here" (the culture) -- and equi...

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