Coaching and developing others

Written by Kirsty Allen, 31 Dec 2018

THE CHALLENGE

Modern front-line leaders have been given a new responsibility in recent years. Not only do you have to make sure your team produces work. You also need to make sure your team is a talent factory. Part of a front-line leader’s job these days is to develop successors. It’s also in your interest of course: if you have a successor who is highly competent and ready to step up, that means you are too.

THE CONTENT

In this pod session, you discuss and explore with your fellow podsters:

  • The role of leader as coach; what exactly is coaching, how does it differ (if it does) from mentoring, and why has it become such an important leadership skill?

  • The coaching continuum - can we determine when coaching is appropriate, or when other forms of leadership style might be more appropriate;

  • The I-GRROW Model – a framework for facilitating coaching discussions, and tough conversations in general - this is a transformative model if mastered;

  • What opportunities do we have to coach on our team, and early practice on how we might go about it.

THE PUNCHLINES

A modern leader invests time in the development of others, encourages others to consider a range of options and solutions, avoids providing solutions for a quick fix. The modern leader - one who coaches - asks questions to challenge the thinking of others rather than giving them advice.

The ability to coach - and grow - others is now a vital leadership capability that every leader must master.