One question I am often asked is how can coaching skills be rolled out to other leaders and managers in an organisation. Whilst, I would always advocate a great coaching course , a good start is provided by Michael Bungay Stanier in his book The Coaching Habit,. Here he puts forward the proposition that a manager only needs seven good questions to radically lift their leadership game. And with those questions, anyone can coach employees in 10 minutes or less. Here are those questions:
- What’s on your mind?
A good opening line can make all the difference. The question gets to the heart of the matter quickly. It cuts to what’s important whilst avoiding old agendas and small talk.
- And what else?
These three small words, are the best coaching question in the world. That’s because someone’s first answer is never the only answer. There are always more answers to be found and possibilities to be uncovered.
- What’s the real challenge here for you?
This is the focus question. It gets to the essence of the issue at hand. This question defuses the rush to action, which has many people in organisations busily solving the wrong problems. This is the question to get you focused on solving the real problem, not just the first problem.
- What do you want?
It’s harder than you think to answer, and many disagreements will untangle with this simple but difficult exchange: “Here’s what I want. What do you want?” It’s a basis for an adult relationship with those you work with, and a powerful way to understand what’s at the heart of things.
- How can I help?”
It might come as a surprise that sometimes managers’ desire to be helpful can actually have a disempowering effect on the person being helped. This question counteracts that in two ways. First, it forces the other person to make a clear request, by pressing them to get clear on what it is they want or need help with. Second, the question works as a self-management tool to keep you curious and keep you lazy — it prevents you from leaping in and beginning things you think people want you to do.
- If you’re saying yes to this, what are you saying no to?
If you’re someone who feels compelled to say “yes” to every request, then this question is for you. Many of us feel overwhelmed and overcommitted; we’ve lost our focus and spread ourselves too thin. That’s why you need to ask this question. A “yes” without a corresponding “no” is an empty promise.
- What was most useful for you?
This helps finish the conversation strong, rather than just fading away. Asking “What was most useful for you?” helps to reinforce learning and development. They identify the value in the conversation, and you get the bonus of useful feedback for your next conversation.
