Coaching Skills Training: Coaching and Communication 1

by Matt Somers

Most managers I train as coaches are clear (or have been convinced by their bosses) that they need to take on the role of coach as part of their people management responsibilities. Most are less clear about exactly what this means or how to go about it. There are obvious difficulties in defining coaching with any precision and of incorporating coaching into a general management role.

A useful starting point is to consider coaching as one type of communication and see how it fits with typical management communication that most of us will recognize.

Here we'll consider six communication styles that differ in terms of the level of control exercised by manager and team member respectively.

Tells

When we tell people what to do and how to do it, we assume total control. This is highly attractive when time is tight or the consequence of error high.

Sells

Here we loosen our control just slightly and involve team members to the extent that we realise that they must be convinced of the merits of an idea before they'll feel inclined to act upon it with any enthusiasm.

Tests

A further loosening of our control and a greater involvement for team members because we literally test out an idea or decision and accept the risk that the team will not agree.

Consults

I think of this as a meeting halfway, 50/50 kind of style. The team's input is sought and their ideas considered but it is still the manager that makes a final decision and thus retains a high level of control.

Joins

This is an egalitarian communication style aimed at decision making by consensus. Control has switched. More is with the team members but not all of it.

Delegates

The manager sets the parameters of the task, success measures, reporting guidelines, etc. however, control over how exactly the task will be accomplished is given to the team member(s). This is a much riskier strategy but potentially a more fruitful one.

It would be a mistake to conclude that any one of these styles is necessarily right or wrong. Each has its advantages and disadvantages and the most effective managers adapt their style to reflect the needs of the situation and of the person with whom they are communicating. Imagine a fire alarm sounded as you were reading this. You could attend a meeting to discuss evacuation options, but I think you'd want something more direct. What would be needed is for someone to take the lead and to ensure that people were moved to safety quickly and in accordance with the laid down procedures. Similarly, a new person on the team will need a period of close monitoring and some instruction before they have built up the knowledge and experience required for delegated tasks.

I intend to write follow up articles that develop these themes, explore advantages and disadvantages and examine where coaching fits.

About the Author

Matt Somers is a coaching practitioner of many years' experience. He works with a host of clients in North East England where his firm is based and throughout the UK and Europe. Matt understands that people are working with their true potential locked away. He shows how coaching provides a simple yet elegant key to this lock. His popular mini-guide "Coaching for an Easier Life" is available FREE at http://www.mattsomers.com