From Science to Practice
Developing the leader as coach: Insights, strategies, and tips for embedding coaching skills in the workplace by Anthony Grant and Margie Hartley Coaching: An International Journal of Theory, Research and Practice, 2013, Vol 6, No 2, 102 - 115
Special thanks to Brodie Gregory, PhD for translating this article from research to practical applications.
More and more, organizations are seeing value in building coaching skills among HR managers and leadership, and taking action to cultivate coaching skills and build a culture for coaching. In their October 2013 article, Anthony Grant and Margie Hartley review an evidence-based approach to designing a coaching skills training program that aligns with the organization’s goals and values, and maximizes transfer of training.
Their solution-focused cognitive-behavioral (SF-CB) approach is evidence based, with a strong foundation in theory, but is ultimately practical and application driven. In addition to discussing nuances in program content that should be considered, the authors outline several other critical factors that enable the success of a leader-as-coach skill building program, including:
- Internally branding the program so that it aligns to the organization’s values and specific needs
- Using respected leaders to champion the program within the organization
- Relying on attraction – not coercion – to enroll leaders in the program
- Incorporating monitoring and evaluation into the program in order to provide feedback and self-insight to participants
- Providing participants with tools and guidance for personalizing the course experience
- Reinforcing learning with follow up “coach-the-coach” opportunities
- Enrolling the support of a competent HR team to champion the program
The authors also outline seven tips for being a more effective coach, which leaders or program participants can use for self-reflection and to “check in” on their effectiveness as a coach. These tips include:
- Role modeling leadership coaching skills
- Paying attention to the way you listen
- Recognizing the personal strengths of others at work
- Enhancing social capital in the organization through coaching
- Taking time to pause
- Using goals effectively and flexibly
- Using self-coaching at work
The authors draw on their unique combination of thought leadership (e.g., academic work, a strong record of publishing) and practical experience implementing this work to provide a thoughtful and high-value framework for establishing effective coaching skill building programs. How can you apply the work of Grant and Hartley to enhance your coaching programs or those of your clients?
