3 Coaching Myths, Debunked
When you think about it, “coaching in the workplace” can be quite an abstract concept. All too often, I hear confusion around who can benefit from it, and who can’t. So today, we’re setting out to debunk three of the most common misconceptions around coaching, as well as shed light on how we at Leadology think about workplace coaching in our learning journeys and group coaching program. Does having someone in your corner to bring out the best of you sound helpful? You’re going to want to read on.
THE MYTHS
MYTH ONE: COACHING IS JUST GIVING ADVICE
This common misconception is an understandable one; however, it’s usually because the terms “mentor” and “coach” are used interchangeably. But the truth is, mentors are often used to solicit advice and experience, whereas coaches serve more as professional guides.
Coaches frequently operate on the belief that everyone already has everything they need inside of them. Therefore, when someone decides to start working with a coach, they are able to start searching for the answers to transformative questions; dig deeper to develop more self-awareness; and find the courage to finally start pursuing their most important goals in their careers and lives. Coaches also play an instrumental role in helping individuals to define their approaches to leadership, ultimately until they’re left with a polished process that significantly increases their chances of success. Of course, individuals can always learn from others’ stories and experiences, but leveraging coaching resources encourages a very different kind of growth.
The best coaching comes from asking better questions. Ideally, a coach could start a session with an individual by asking them what would be the best use of their time together. Perhaps the individual states that they need to give feedback to their leader, but they just don’t know how to go about it. As opposed to immediately offering advice, a skilled coach may ask the question, “What’s challenging for you about this?” With this approach, coaches avoid making assumptions and start by being present with the person in front of them. In all, a successful coach will receive a response and ask to hear more about the given topic. When led by open and general questions, coaching sessions can be used to guide someone down the right path and instill stronger leadership qualities, as opposed to simply offering subjective advice.
Want to learn more about skillful coaching approaches and asking better questions? Check out our group coaching program Activate, where you’ll learn how to ask more meaningful questions that can bring out the best of your team.
MYTH 2: COACHING IS ONLY FOR UNDERPERFORMERS
Too frequently, managers equate coaching with strictly trying to address an issue if someone isn’t meeting expectations, but the reality is that this focus of energy is generally unproductive for all parties involved. To start, the underperforming employee likely feels as though they are being targeted, and the coaching manager is probably not enjoying any time spent this way. In addition, when coaching is reserved for underperforming employees, other team members lose access to valuable coaching since they’re already meeting expectations.
You may have even seen coaching happen in organizations as a last attempt to “save” someone in their role. In truth, these individuals don’t need coaching, but a tailored performance plan and the drive to be able to deliver the results. Coaching is usually most effective when an individual has a high level of untapped potential, and a coach wants to help them deepen their strengths and leverage their talents. Of course, this doesn’t mean that challenges won’t be addressed between a coach and client, but it should be known that coaching is just as beneficial outside of circumstances of underperformance. While still being focused on how individuals can improve their work performance, coaching can and should be for everyone. With a skilled coach, individuals can tap into their own strengths and empower others on their team to perform even better.
MYTH 3: COACHING IS THE SAME AS MENTORING
As mentioned in the myth one, coaching starts with asking more and telling less––ultimately by becoming more inquisitive about employees as human beings. After all, coaching is a skill and takes literal hundreds of hours to become officially certified. However, managers can still build the skills necessary for coaching and integrate them into their personal leadership styles. We recommend that managers utilize development experiences to make coaching their second nature. With time and lots of practice, managers can actually reframe their thinking, boost their confidence, and instill coaching instincts that actually work. Activate, for example, has countless testimonials from managers whose coaching abilities have been transformed, giving them the mindset and skills they need to adopt and implement strategic coaching behaviors.
If you are adamant about leaving a lasting impact on your company as a manager, refined coaching skills are an absolute must. In addition, coaching helps cultivate an environment of formative development, which makes for the most productive kind of work culture for your employees and business as a whole. Effective coaching accelerates everything––from collaboration and agility to performance and productivity.
As important as coaching can be to employee and business development, we recommend all managers invest in their coaching abilities from the very start. While coaching is integral to every team’s success, it shouldn’t be intimidating––but simple, practical, rewarding, and even fun.
ACTIVATE YOUR INNER COACH
The good news is that coaching becomes approachable when managers have easy access to development resources. That’s why we at Leadology are so excited to share Activate, our new manager development program with leaders everywhere. With it, managers can finally have unfettered access to the tools they need to become true coaches, all of which will have an impactful ripple effect on their organizations. This program spans outside of the work of online modules and into participants’ lives.
As one Boss to Coach participant remarked, her experience was "unlike any other training program” because it shifted her perspective on coaching and taught her how to coach "in the context of being a manager."
Best of all, with the help of resources like Activate, coaches can have an impact that extends beyond bottom-line measures, such as employee turnover. When managers step up as effective coaches, they have the power to improve the life and wellbeing of every employee.
Interested in seeing what Activate can do for you and your team? Click here to learn about the influential communication and training program!
