Coaching Skills Training: What Do You Need to Know About
eld of endeavour we need knowledge, skills and an appropriate state of mind to perform well. Coaching is no different. In previous articles I have written about skills and state of mind. In this article I will consider the knowledge base that good coaches need, both in terms of subject matter expertise and knowledge of coaching itself.
Subject Matter Expertise
There is still some debate around whether coaches need a detailed knowledge of the matter in hand or underlying subject in order to be able to coach another person effectively.
Some argue that it is impossible to coach without subject matter expertise, as without it we can’t show another person what to do or give our advice or guidance. However it’s clear that telling people what to do is fraught with danger; do I understand how I get results myself? Can I find a way to express that to another person? Will they be able to remember what they’ve been told? We’ve also come to recognize that, these days, knowledge is out of date within a few months and it is highly risky to approach any situation with out of date knowledge. Far better then to coach in a way that allows other people to develop their own solutions and to do so in a way that encourages them to become self-reliant in the future.
That being said, as far as being a manager coaching in a work situation is concerned, in reality we probably will have some background in the situations being discussed, but we should resist the temptation to jump in with our own quick fix solutions.
Knowledge of coaching itself
This is a far more important area of knowledge for effective coaching and breaks down into four main areas:
1 What coaching is
We need to understand – and may often need to explain – that coaching is NOT about telling people what to do and how to do it. In fact, coaching is an interventions designed to raise awareness, generate responsibility and build trust.
2 How managers can incorporate coaching in their own style
We all have our own style of communication with some of us preferring a more directive approach and others a less directive one. Managers who coach need to develop an understanding and knowledge of incorporating the principles of coaching into their own natural style.
3 The principles of awareness, responsibility and trust
Before I can change and improve anything I must first become aware of how it is now. Ultimately it is I who must take responsibility for making improvements and changes. I must trust myself to try new things and I must trust my coach to help me do them. The best coaching managers are those that understand and apply these principles.
4 The impact of questioning and active listening
Questions evoke awareness, responsibility and trust infinitely better than instructions or advice, but even the best coaching questions are meaningless without effective listening.
