Language often foreshadows the development of a coaching culture. Imagine yourself in the midst of a major transition. You want your top leaders to show their independence. In short, you want them to lead. You decide that coaching is the way to make this happen. And so you begin. You set appointments; you support your team as they make goals and set plans. You struggle to be as coach-like as possible. How will you know it is working before you see results? The answer is to listen to what your team is saying.
Coaching phrases will start to pop up in conversations. Unless you are listening for them, the language changes will be so soft that they are noticeable. If you are listening, you’ll start to hear things like:
- Wow! I just had an AHA!
- What do you want to do with it? (You’ll also start to hear more questions and fewer declarations.)
I’m familiar with one coach at a company who is fond of saying, “Would you like to unpack that idea” in her coaching calls. At a recent meeting, I heard three different people use that phrase.
Accountability becomes a natural part of conversations. One key part of coaching is the management of progress and accountability. Think of the answers to questions like:
- What do you want?
- What will you do to get it?
- When will you have it done?
In a simple sense, people who engage in coaching start to think in goal setting and goal making language. Phrases around goal setting will show up regularly in everyday conversations.
Behaviors trickle out from your beginning. Once you start coaching your team leaders, you will see them start to replicate the behavior with their direct reports. A sure sign of a coaching culture is when the willingness to coach and to be coached become important expectations. You may not be seeing tangible results from the coaching, but they are coming.
As you work to develop coaching as an important part of your team’s culture, you want to make sure and stay the course. Coaching is not a quick fix. I like the way Daniel Goleman describes it, “Our research found that the coaching style is used least often. Many leaders told us they don’t have the time in this high-pressure economy for the slow and tedious work of teaching people and helping them grow. . . Leaders who ignore this style are passing up a powerful tool: its impact on climate and performance are markedly positive.”
Language clues may let you smile while you are waiting for results. What do you think? What other clues can you point to as an indication that coaching is taking hold?