Nurturing Growth:
Why Leaders Should Prioritize People Over Tasks
A leader needs to focus more on people, than on tasks. When you sense that someone is having problems accomplishing their work or see them becoming a bit bored with the routine tasks before them, or they are causing friction among others it may be time to start a coaching plan.
The first step is to understand the situation, the individual and their abilities. Then you can work together to improve the situation for this person.
Observing a coachee enhances your ability to offer informed, relevant, timely advice. Observe the person’s behavior both informally, (during a meeting) and formally, (when they are performing one of their duties). Try to identify their strengths and weaknesses in two ways:
- By how the coachee’s behavior affects coworkers and
- Their own ability to achieve goals.
As you observe, you will be forming theories. Don’t make judgments or assumptions too quickly. Attempt to be a neutral observer.
Test your theories further observation. It could be appropriate to discuss the situation with others to get their viewpoint. It is important to check your theories and share your data with the coachee.
Observation: The Gateway to Effective People-Centric Coaching
- Prepare preliminary questions, to better understand the behavior. For example: What is the person doing or not doing effectively and be as precise as you can. What effect does the person’s behavior have on achieving goals or objectives? What effect does the behavior have on other members of the group they are working with?
- Avoid premature judgments. You’re trying to be a neutral observer, so think in terms of actual events and not about causes.
- Reflect on your observations. After careful observation, you may decide that the person does not have a problem that coaching could resolve. Or you could conclude that the problem lies not with the original team member, but with another person or even with team dynamics.
- Test your theories. Continue to observe, particularly if you don’t feel comfortable with your perceptions. When appropriate, discuss this situation with others, trusted peers, or colleagues, to get their perspectives. Consider any cross-cultural issues that might help you better understand the situation or person involved.
- Examine your own motives. Before suggesting coaching to someone you think is a problem performer take a close look at your own behavior. Ask yourself, am I contributing to the problem?
- Unrealistic expectations. Am I using my own performance as a yardstick to measure others? Have you progressed in your career by setting high expectations and standards for others? Assuming others have identical motivations or strengths may be unrealistic and unfair.
- Interfering feelings. Is it hard for me to identify with someone who’s having a problem? Be self-aware and recognize when your own feelings such as anger or frustration may keep you from appreciating what someone else may be feeling and may cloud your observational and analytical skills.
- Failing to listen. Have I passed up chances to listen? People don’t always know what kind of help they need or exactly how to ask for it. When you see an opportunity, take the time to listen actively.
- Failing to praise. Did I remember to give positive feedback? Often managers forget to take the time to look for opportunities to give positive feedback. Over time, an absence of positive feedback could contribute to the problem behavior or attitude.
- Acting on your words. Am I a good role model? For example, if you view good listening skills as important in cultivating relationships, then model those skills.
- Conduct a reality check. A reality check with a trusted peer can be helpful. As you become more aware of your own development needs, you’ll become a better leader and coach.
- Discuss your observation with the coachee. Be careful to describe observed behavior when discussing a problem, rather than the coachee’s attitude or character. Begin by saying, “this is what I observed”. Remember to address the impact of behavior. For example, you might suggest that if I were in the team member’s shoes, I might think…. When describing behavior and its effect on other people, be truthful and straightforward, yet calm and supportive.
From my observation, coaching is important for long term success. Don’t expect to solve a problem in a single coaching session, engage with a good coach for life.
Ready to unleash your leadership potential? Explore the transformative world of People-Centric Leadership Coaching with us. Contact us today to take the first step towards growth.
