LANDSBERG’S TAO OF COACHING (CROWN AS KING)
Use this when you want to increase your own effectiveness as a manager by helping others to develop and grow.
Max Landsberg argues that coaching involves giving feedback, motivation and effective questioning. He claims that the coach’s main role is to recognise the individual’s readiness to undertake a particular task in terms of both their will and skill. He suggests that coaching approaches will depend on the extent of skill and will along the following lines:
Landsberg asserts that coaches should develop a game plan that includes:
Setting the context: This will involve diagnosis of the levels of skill and will; being explicit about the approach to be undertaken; building trust in the relationship; finding out what excites the individual; and painting a compelling vision about what can be achieved.
Providing on-going coaching: This will involve choosing the most appropriate intervention measure which could involve substantive and structured sessions (lasting 20–60 minutes), brief discussions on performance (of 10–15 minutes) or very brief but frequent bouts of feedback.
Concluding effectively: This will involve reflection on what’s been learned; obtaining feedback on your performance as a coach; and deciding on what happens next.
Landsberg describes coaching as a dynamic interaction that doesn’t rely on a one-way flow of telling or instruction. In this respect he claims that coaches can also develop from the experience.
HOW TO USE IT
- In setting the context make it part of your coaching habit that you don’t dive headfirst into suggesting the individual does this or that. Telling without asking is bad karma (am I mixing my cultures here?). Ask what they already have to offer in terms of knowledge and ability and how well motivated they are to develop further. Sharing your own strengths and limitations with the person you are coaching is a very powerful way of building trust in the relationship. Once you have developed this trust you can elicit what really excites the individual and how to pitch your vision of what’s possible.
- Once you have established the context, you need to agree on which coaching interventions work best for you and the individual. You need to take into account the logistics of the situation. Frequent one-hour sessions may not be feasible if you both have other important functions to fulfil. Brief comments in passing however may not achieve anything substantial. Ask the individual what works best for them and see if you can fit it in with your other routines.
- Get effective closure. As well as improving the performance of the individual, you’ll want your own self-esteem and reputation as a coach to grow as a result of the intervention. Get them to reflect on what they’ve learned and what contribution they feel you have made to this. Always ask the individual what they plan to do next.
QUESTIONS TO ASK
- Have I taken enough care and attention in finding out the desired outcomes for both the individual and the organisation?
- Am I willing to accept feedback on my own performance as a coach from the person I am coaching?