In our work, we know that leaders encounter many challenges daily. While it may be tempting to focus solely on the immediate issues, the most influential leaders recognize the value of coaching the person, not the problem. This approach leads to more sustainable growth, greater employee engagement, and a more robust organizational culture.
You can significantly benefit your organization by viewing each problem as an opportunity to develop the person behind it.
Shifting the Focus
Coaching the person, not the problem, means shifting the focus from fixing the issue to empowering the individual facing the challenge. It involves empowering employees to build the skills, mindset, and confidence to navigate challenges independently. This approach is rooted in the belief that personal growth leads to professional success and that empowering individuals to think critically and creatively about their problems will result in more effective and lasting solutions. This journey of personal growth can be inspiring and motivating for both the coach and the individual.
This coaching approach is particularly beneficial in the current dynamic work environment, as challenges and changes are rarely straightforward. By focusing on each individual, leaders can help employees cultivate the resilience, adaptability, and problem-solving abilities essential for success.
The Importance of Coaching the Person
Fostering Employee Development and Growth
When leaders prioritize coaching the person, they play a pivotal role in the long-term development of their employees. This approach helps individuals build the skills and confidence they need to take on greater responsibilities, make informed decisions, and contribute meaningfully to the organization. By fostering personal development, leaders create a continuous learning and growth culture where employees are encouraged to reach their full potential, reinforcing the leaders' responsibility and commitment to their team's growth.
Building Stronger Relationships and Trust
When leaders choose to coach the person rather than the problem, they strengthen relationships within their teams. They build trust and rapport by taking the time to understand their employees’ unique strengths, challenges, and aspirations. This trust is essential for creating an open and collaborative work environment where employees feel valued, respected, and comfortable sharing their ideas, concerns, and feedback without criticism, also known as Psychological Safety. Strong relationships lead to higher engagement and job satisfaction, which is critical for retention and performance.
Encouraging Accountability and Ownership
When leaders focus on developing the person, they encourage accountability and ownership. Employees coached to think critically about their challenges are more likely to take responsibility for their actions and outcomes. This sense of ownership leads to greater initiative, problem-solving, and innovation, as employees feel empowered to tackle challenges independently. Over time, this builds a culture of accountability, where everyone is committed to achieving the organization’s goals.
Enhancing Organizational Resilience
In a rapidly changing world, organizational resilience is critical to long-term success. By coaching the person, leaders help employees develop the strength they need to navigate uncertainty and change. This approach builds a workforce that is adaptable, resourceful, and capable of handling whatever challenges come their way. An organization that prioritizes personal development is better equipped to weather disruptions and emerge stronger on the other side.
Improving Problem-Solving and Decision-Making
Coaching the person helps improve problem-solving and decision-making across the organization. When employees are encouraged to think deeply about their challenges and consider multiple perspectives, they develop more vital critical thinking skills. This leads to more thoughtful and effective decision-making, as employees are better equipped to analyze situations, weigh options, and anticipate potential outcomes. As a result, the organization benefits from more innovative and sustainable solutions.
Development Tips for Coaching the Person, Not the Problem
Listen Actively and Empathetically
Active listening (see the blog article Listen to Me) is the foundation of effective coaching. Leaders must listen to the problem and the person behind it. This means paying attention to verbal and nonverbal cues, asking open-ended questions, and showing empathy. By listening empathetically, leaders can better understand the employee’s perspective, emotions, and motivations. This understanding is essential for guiding the individual toward meaningful growth and development.
Ask Powerful Questions
Asking powerful questions is a sign of humility. You are exploring their ability to solve their needs with your employees instead of putting your ego first to be the savior. For instance, you could ask, “What do you think is the root cause of this issue?” or “How might you approach this problem differently?” These questions prompt employees to explore their thoughts, feelings, and assumptions, fostering a sense of ownership and accountability.
Focus on Strengths and Development Areas
Effective coaching involves recognizing both strengths and development areas. Leaders should help employees identify their unique strengths and how they can leverage them to overcome challenges. At the same time, it’s essential to address development areas constructively, offering guidance and support to help the individual grow. By focusing on strengths and areas for improvement, leaders can help employees build confidence while encouraging continuous learning.
Provide Constructive Feedback
Feedback is a crucial component of coaching. However, the focus should be on constructive developmental feedback that supports personal growth rather than criticism that targets the problem. Leaders should provide specific, actionable feedback aligned with the employees' development goals. For example, instead of saying, “You didn’t handle that situation well,” a leader might say, “I noticed you struggled with communication in that meeting. Let’s work on some strategies to improve your communication skills.” This approach reinforces the idea that challenges are growth opportunities.
Encourage Reflection and Self-Awareness
Coaching the person involves helping employees develop self-awareness and reflective practices. Leaders can encourage reflection by asking employees to think about their experiences, what they’ve learned, and how to apply those lessons. Reflection helps individuals understand their behaviors, thought patterns, and decision-making processes. Over time, this leads to greater self-awareness, essential for personal and professional growth.
Set Developmental Goals
Setting clear developmental goals is an integral part of coaching the person. Leaders should work with employees to establish specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with their personal and professional aspirations. These goals provide a roadmap for development and help employees stay focused and motivated. Regular check-ins to review progress and adjust goals are essential for maintaining momentum.
Support Autonomy and Independence
A fundamental principle of coaching the person is empowering individuals to take ownership of their growth and development. Leaders should support autonomy by allowing employees to explore solutions, make decisions, and learn from their experiences. This doesn’t mean leaving them to figure things out independently but rather providing the right balance of guidance and independence. Over time, this approach helps employees build the confidence and skills they need to succeed independently.
Examples of Effective Leaders
The Case of a Youth Development Organization
Consider a youth development organization led by an executive director known for her coaching approach. Rather than focusing solely on solving operational challenges, she prioritizes the personal growth of her team members. For example, when a program coordinator struggled with managing a complex project, the executive director didn’t step in to solve the problem directly. Instead, she asked the coordinator to reflect on what made the project challenging and what strengths she could leverage to overcome these obstacles.
The executive director guided the coordinator through self-discovery, helping her identify her organizational strengths and areas for improvement. Over time, the coordinator developed new project management skills, gained confidence, and completed the project. This coaching approach addressed the immediate challenge and prepared the coordinator for future responsibilities, contributing to her long-term growth and the organization’s success.
A Store Manager’s Approach to Team Development
In a retail environment, a store manager frequently encounters customer service inconsistencies. Instead of addressing immediate problems, the manager took a person-centered coaching approach with her team. She held one-on-one coaching sessions with each team member, asking questions like, “What challenges are you facing when interacting with customers?” and “How can you use your strengths to improve customer service?”
Through these sessions, the manager helped her employees identify their unique strengths—such as communication, empathy, or product knowledge—and how to apply them in customer interactions. She also provided feedback on areas for improvement, offering specific suggestions and encouraging team members to set personal development goals. As a result, the store saw a significant improvement in customer service, as employees became more confident and engaged in their roles.
This approach resolved the immediate issues and fostered a culture of continuous improvement and personal development within the store. The manager’s focus on coaching the person rather than just fixing the problem led to lasting positive changes in the team’s performance and morale.
The Closing EDGE
Coaching the person, not the problem, is a powerful approach that allows executive leaders to develop their teams in meaningful and sustainable ways. By focusing on the individual behind the challenge, leaders can foster personal growth, build stronger relationships, and create a culture of trust, accountability, and continuous learning. This approach leads to more effective problem-solving and prepares employees for future challenges and responsibilities.
Leaders must excel in coaching individuals by actively listening, posing impactful questions, offering constructive developmental feedback, and promoting autonomy.
By dedicating time to their team members' growth, leaders can unleash their full capabilities and foster enduring success for both individuals and the organization.
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