When I first started as a coaching student, we went through a mind-opening exercise in one class. We were paired with other students, coached them for five minutes, and couldn’t tell them what to do. We couldn’t give advice, offer suggestions, and were even supposed to avoid answering questions. After a while, I started to realize that my challenge wasn’t to solve the other student’s problem. It was to control myself. Once I understood what my problem was, I could figure out what to do.
There is an old saying, “Who owns the problem, owns the solution.” Good coaches try to keep that in mind.
You, as the coach, are undermining the possibility of your client’s success if you don’t allow them to own their own problem and the solution. Coaches in the direct selling profession are especially good at this. As a leader, you recognize the issues that your team struggles with every day. You’ve been there and done that. So when:
- Susan, your downline leader, says, “I need to have $100,000 in sales by June.” You say, “How’s your recruiting?” Susan thinks the problem is sales. You don’t. As a coach, you’ve stolen her problem and she is dependent on you for the solution.
- Jane says, “I don’t know, what do you think?” You feel trapped. Jane want’s your opinion so you give it. You now own the solution.
- Your company just announced a new incentive trip. You open your coaching call with Chris by saying, “Isn’t the trip something else! What do you need to do to go?” You have become a one-to-one trainer.
The problem is that when things start to go wrong (even if it’s just a little thing), the coach starts to get the blame. Your downline leader starts to say things like:
- I’m not you.
- This is what she’d do, not what I’d do.
- She’s not in my shoes. If she were here, she’d know this wouldn’t work.
As a coach, you’ve made things tougher for everyone. Your downline client is losing faith in you, in coaching, and in her potential for success.
To fully enter the coaching moment and to put the power of ownership in your client’s hands, you have to avoid being the coach with an opinion. One of the easiest ways to do that is to ask another question. You can say:
- “It depends. What did you do want to do?”
- “It depends. What’s the first thing that comes to mind?”
- “It depends. What worked last time you wanted to reach like this?”
- “It depends. What possible ideas are you getting from other leaders?”
As a coach, you don’t have to be a subject matter expert. You have to be a coach. Your problem is to be the coach. Let your client own her problem and its solution.
I’m open to ideas. How do you, as a coach, make sure that your client owns the agenda?