The cafetiere in the training room was comically small for a group. We had expected something different.
A group of managers were examining coaching. Was it possible that a coaching style might lead to all sorts of good stuff for their team, like greater freedom, development, and ownership of their work?
Rather than coaching "taking too much time", might it free up their own time as managers to do what they'd expected to be doing in their role? Thinking, planning, and developing a great team; rather than just "doing"?
A coaching style would help them to get to know people better - how they thought, prioritised, decided; what they were naturally drawn to and got a buzz from (and didn't).
Two questions bubbled up that could start a useful conversation about how people experienced their roles currently, and whether they were getting the best out of them:
- What did you expect to be doing in this role when you applied for it?
(Assuming they liked the sound of the role, are they currently doing that stuff - the things they like and are good at?)
- If you were to leave this role, what would you hope to be doing more of and less of in your new one?
(You might get to hang on to a valuable team member for longer with a few adjustments)
The managers were excited to start asking new questions.
What new questions could you ask today? Will you get the answers you expect?
