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Writer's pictureStefano Calvetti
May 287 min read

Coaching as a Leadership Style: Advanced Tips to Implement it Effectively

After having explored the first basic step to learn how to implement the coaching leadership style, not let's go further into some more advanced "techniques."


Don't worry. There is nothing really complicated. It is a metter of practicing and see the results to adapt the learnings to your needs.


An illustration related to coaching as a leadership style. It depicts a professional leader standing on a platform, helping a team member climb up stairs. The leader is reaching out with a supportive handshake, symbolizing guidance and mentorship. The background features a soft sky with clouds, highlighting the uplifting and positive nature of coaching. Both individuals are dressed in business attire. The overall tone is encouraging and collaborative.
The Coaching Leadership Style transform how leaders interact with their teams

The power of the right questions

As previously described, the coaching leadership style mainly involves asking open-ended questions. However, not all questions have the same value, and some can be counterproductive.


It is often recommended that coaches avoid or limit asking a question by using “Why” and “What” or “How” instead. For example, if one team member has made a decision and the outcome is not favorable, instead of asking, “Why did you choose to act like that?” a leader can be more curious, asking, “What are the effects that you were expecting?” or “What do you think did not work well?”.


“Why” can be perceived as accusatory, judgmental, or threatening, especially when the question concerns a person’s behavior, motivation, or feelings. It often triggers a defensive or emotional response, hindering the learning and problem-solving process. On the other hand, “What” or “How” in a question can allow you to be more curious, open, and supportive, fostering a positive and constructive dialogue. Suppose used correctly, “What” and “How” can also help the interlocutor explore their thinking, feelings, and actions and discover new perspectives and solutions.


Avoiding or limiting “Why” when asking questions is not enough to lead as a coach. Michael Bungay Stanier wrote a simple yet practical guide to the basic principles of coaching leadership: “The Coaching Habit.” In his best-selling book, he recommends seven fundamental questions:


  1. The Kickstart Question “What is on your mind?” starts a coaching conversation by inviting the other person to share what is most important or pressing for them at that moment. It signals that the leader is interested in the other person’s perspective – without using “Why.”

  2. The A.W.E. Question “And what else?” deepens the coaching conversation by encouraging the interlocutor to explore more options, insights, or challenges. Furthermore, the A.W.E. question prevents the leader from jumping to conclusions or giving premature advice.

  3. The Focus Question “What is the real challenge here for you?” helps the interlocutor identify the most critical issue or obstacle they face, avoiding wasting time on irrelevant or superficial topics.

  4. The Foundation Question “What do you want?” allows the interlocutor to articulate their desired outcome or goal.

  5. The Lazy Question: “How can I help?” prevents the leader from taking over the problem or doing the work for the other person.

  6. The Strategic Question: “If you are saying yes to this, what are you saying no to?” invites the interlocutor to evaluate the trade-offs and consequences of their decisions.

  7. The Learning Question: “What was most useful for you?” helps to close the coaching conversation by asking the other person to reflect on what they learned or gained from the discussion. It also helps the manager reinforce the value of coaching and celebrate progress.


The GROW model

While the seven coaching questions above are a good starting point for implementing a coaching leadership style, they are not enough. A leader might need the proper framework to use those questions effectively.


To this scope, the G.R.O.W. model is a coaching framework that helps have effective conversations with team members. Designed by Alan Fine, Graham Alexander, and Sir John Whitmore in the 1980s, this framework consists of four steps: Goal, Reality, Options, and Will.

  • Goal: This is the first step of the coaching process, where leaders help team members define what they want to achieve or change. The goal should be S.M.A.R.T. - Specific, Measurable, Achievable, Relevant, and Time-bound. For example, instead of “I want to be more confident,” a better definition of a goal would be “I want to be able to speak confidently in front of a group of 10 people by the end of next month”.

  • Reality: As a second step, leaders can support the interlocutor in exploring their current situation and their challenges, analyzing facts and not opinions or assumptions. For example, “I feel nervous when I have to speak in front of a group of people, and I tend to stutter or forget what I want to say.”

  • Options: The third step is designed to understand strengths and resources and generate and evaluate different possible solutions or actions. The options should be creative, realistic, and aligned with the goal. For example, some options for improving confidence could be “I could join a public speaking course, I could practice with a friend, I could use positive affirmations,” and so on.

  • Will: The final step allows commitment to a specific action plan and follow-through. The will should be clearly stated, concrete, and accountable. The “will” could be expressed in the above example as “I will enroll in a public speaking course by next week.”


The GROW model is a simple and powerful framework that can help lead in a structured and effective way. Combined with the questions explained in the previous paragraph, leaders can have more effective and engaging conversations to help team members achieve their goals and grow. For example, the questions “What is on your mind?” and “What do you want?” can support the first phase, while the A.W.E. and the focus questions can be used in the second phase of the GROW framework.


When the coaching leadership style is NOT the best choice

As you might know, no leadership style will fit all situations. The coaching leadership one does not constitute an exemption to this rule, and, like all the others, it might present the leader and the team with some downsides.


First and foremost, it requires significant time and effort from leaders and team members, especially when commitments and deadlines are pressing. The coaching leadership style invites a conversation and reflection, thus not being the best choice in an emergency.


Secondly, there could be resistance to implementing coaching leadership in an environment where the directive leadership style is deeply rooted in the organizational culture. For example, team members could mistake it for their leaders’ lack of direction or decisiveness, potentially inducing confusion or the perception of weak leadership.


Furthermore, leaders themselves need to practice it and be aware of biases that could hamper the whole coaching process, leading to favoritism or inequity in the treatment of team members.


Conclusion

Transitioning to a growth-focused coaching leadership style can represent a significant paradigm shift: it will profoundly transform how leaders interact with their teams.


The initiatives of some enterprises and companies worldwide demonstrate a growing recognition of the value of coaching leadership and reflect significant attention to cultivating a more inclusive, dynamic, and resilient organizational culture. Furthermore, leaders can enhance their emotional intelligence and skillset while fostering an environment where every team member can realize their full potential.


It is crucial to acknowledge the challenges and nuances this shift may require. Leaders must be prepared to invest time and effort to facilitate a cultural change within their organizations and continuously develop their coaching skills. Mastering coaching as a leadership style requires patience, perseverance, resilience, and determination.


Whoever decides to embark on this journey will find that the benefits of a coaching approach far outweigh the initial challenges. It is a strategic choice and, most importantly, a commitment to nurturing an environment where trust, collaboration, and continuous learning are the cornerstones.


Finally, they will set the stage for a more adaptive, responsive, and effective leadership model suited to the V.U.C.A. (Volatility, Uncertainty, Complexity, and Ambiguity) of the modern world.


Bibliography

This blog post and the previous one on the basic techniques have been written consulting the following resources:

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