Professional Coaching – Its About Them!

I am not currently in a leadership position in my career and I am not currently doing any real long-term coaching either in my with colleagues, friends, students, or interns. Nevertheless, Michael Bungay Stanier’s book The Coaching Habit, has been helpful for me when thinking about professional growth and development. In the future I expect to be in leadership positions and to have the opportunity to work with people in a coaching capacity. In the meantime, learning about good coaching helps me learn how to be coachable and help my coaches be successful coaches.

 

Bungay Stanier focuses on aspects of coaching that we often get wrong and fail to approach in the most helpful and constructive manner. I think for many people, particularly men in the business world, the kinds of images that come to mind when thinking about coaches are men ranging from Bill Bilechick from the Patriots, representing the genius strategist who knows how to pull the right levers for success, to Bobby Knight, representing the relentless enthusiast who has a drive that won’t stop or let anything stand in the way of good performances. Bungay Stanier however, has a vision of good coaching that is less about the coach, and more about helping the individual become the best version of themselves. The first step in Bungay Stanier’s coaching vision, is not lever pulling or inspiring, but more of door opening and aligning. Regarding a successful coaching mindset he writes, “Building a coaching habit will help your team be more self-sufficient by increasing their autonomy and sense of mastery.”

 

Good coaching empowers those who you lead and opens doors to allow them to apply themselves, think creatively, and grow and develop with new skills in new situations. The coach in this view is not absent, but the focus of the relationship and coaching is on the individual being coached and not on the skills, strategies, and demonstrations of the coach. Bungay Stanier’s successful coaching relationship gives authority and autonomy to the individual so that they can become independent and grow in the direction that makes sense for them.

 

Coaches who make the coaching relationship about themselves find that they absorb responsibility themselves and create dependent followers rather than more talented teams. Coaches who don’t empower and create dependence lead to poor outcomes, “Everyone loses momentum and motivation. The more you help your people, the more they seem to need your help. The more they need your help, the more time you spend helping them.” Empowering by placing the individual at the center and giving them the guidance necessary to develop skills and abilities allows coaches to do more and be more impactful than if the relationship is about the coach and all that the coach can do for the individual.

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