In addition to helping people self-actualize (which is a long-term process), managers must also coach people to improve their performance in the short term. Many managers used to do the job of the people they are coaching, and based on their past success they believe they know the way to achieve success. Many sales training programs are based on this sort of belief. The limitation of this approach to coaching is this: It does not occur to the coach that others may not be capable of demonstrating the recommended behaviors.
If you are coaching someone remember this: Just because you were (or are) capable of doing something, that does not mean the person you are coaching possesses those same capabilities. Of course, there are some behaviors you can teach. But managers routinely make two mistakes:
They assume that what comes naturally to them comes naturally to everyone.
They overestimate their ability to help others demonstrate behaviors that are not aligned with their themes.
Those mistakes are not consistent with accepting people as they are. As a manager, if you do make those mistakes you are not optimizing all the elements of the GIFT Formula.
For example, if a person is not good at telling jokes, coaching him to tell a joke at the beginning of a speech will not improve his performance. In all likelihood, he will tell it poorly. People will not laugh, and it will make things worse. A great coach will help the person identify a different way to begin a speech, an approach that aligns with his talent and involves behaviors he can do naturally. As Peter Drucker advised, “Build the strengths and make the weaknesses irrelevant.” Find ways to work around weaknesses.
Furthermore, great coaches focus on specific, actionable recommendations rather than talking in generalities. For example, instead of saying, “You have to be a better listener,” a great coach might say, “When the prospect is talking, don't interrupt. Take notes if you can.”
The best coaches invest more time reviewing successful performances than they spend reviewing failures. If you want to learn more about failure, study failure. If you want to learn more about success, study success.
Coaching is an ongoing, everyday responsibility. Do not confine your coaching feedback to annual or semi-annual reviews. Conduct CIDs frequently, and use them as individualized coaching opportunities. Give people frequent, candid feedback—in real time. Do not shy away from tough conversations.
