Scheduled versus on The Spot Coaching

Can on-the-spot feedback really transform a team, or does it merely scratch the surface? This episode promises to shift your perspective on coaching with a deep dive into the art of structured conversations. We unpack why impulsive feedback often falls short of true coaching and explore the profound impact of focusing on strengths rather than just addressing weaknesses. Through the inspiring story of Sean McCormick, you'll discover how a focus on positivity and scheduled coaching sessions can drive significant improvements in team morale and outcomes.

Join us as we challenge the notion that feedback is synonymous with coaching. We discuss how a structured coaching environment can be likened to refining a golf swing—focused and deliberate, leading to meaningful changes. Learn how strategic feedback can promote continuous learning and growth, enhancing both effort and results. This episode will equip leaders and coaches with valuable insights to foster an engaged and self-aware team, ensuring coaching is not just a task but a transformative journey.

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Transcript

Speaker 1: 0:36

You know, one of the forgotten debates with coaching has been that ability to have coaching conversations that are either scheduled or on the spot. Now, I am a big proponent of scheduled-based coaching. Let me tell you why. We are very triggered when we do on-the-spot coaching, by the things that we see that are wrong, and often we will call it coaching. Well, I gave him coaching in the moment when, in fact, what we gave is feedback. Feedback alone is not coaching. The goal of coaching is to invest in someone, to give them insight, to ask them questions. See, when we do things on the spot, we tend to forget to ask questions. So I'm just giving you my personal view Now. There are advantages it can be done quickly, it reinforces learning, it increases engagement. Let me start off with on-the-spot coaching story, just to give you reference to utilizing it successfully. I remember one of my favorite people I've ever worked with was a gentleman by the name of Sean McCormick. This is over 20 years ago and the coaching at the company that he was working at it was going okay. It wasn't going great because it was new and it's something that you know. They were, you know, really invested in and still are to this day. And what we did when we focused on the good things. And you know our program is a very strength-based program, acknowledging what people do well. Now, when we look at the numbers, you know 85% of people significantly lack self-awareness. You know Gallup reports that only 29% are positively engaged. And then you take their other study or their other piece of research where they talk about, you know people engage eight times more when we lead with the good stuff. Let's be candid when we see on the spot opportunities, we tend to gravitate to the things we need to correct and fix Because in our minds as leaders we think, okay, if I address this, oh good, it's one less thing I have to address, one less thing I have to deal with. So we have to be very careful.

Speaker 1: 2:41

Now this story was this gentleman was a head of a sales team and it was one of the most interesting perspectives because we did kind of a silent trial and for 30, I think it was 45 days, he ended up just going out to the cubicles where his inside sales team were and he just listened and looked for only the good things. Only the good things. Now they would track, but very high level. The two things they would track would be results and activity. Their activity within 45 days was up 11% and the results were up 9%. He did no other form of coaching. Then he would call people into the office for quick coaching and just praise them.

Speaker 1: 3:28

Now the reason I share that story is remember constructive feedback on a continuous basis, even accurate we have to be honest with ourselves as leaders. Is it being received well? You know, I've often defined coaching as the goal of coaching is never just to, or the goal of feedback is never to give feedback. The goal of feedback is to give it so someone strategically utilizes it, focusing on good things, open up the doors where they have opportunities to improve.

Speaker 1: 3:57

Number two scheduled coaching. When you have scheduled coaching, you have continuous application. If someone is coaching me on my attitude, that's going to take practice. Now, if someone gives me on the spot coaching, saying you're not getting along with Philip or you're being a jerk to the rest of your team, in that moment, situationally, I will probably tell myself why that feedback or that coaching is inaccurate. Well, I'm just being misunderstood. Well, that person was being a jerk to me, and then we kind of wipe it away from our mind, whereas when we schedule time with our people. We literally have a structured approach. People, we literally have a structured approach, we have application, we have focus. So think about if you're a golfer and I often use this think about golfing. Think about when you have golfing and somebody only points out what you're doing wrong with your swing. Would you know what to correct? Well, the answer is no. Number two, if you also had a golf coach who covered every single component of every part of your golf swing at every single golf lesson, it's too much to attain, it's too much to assimilate. That's why, when you have scheduled sessions focusing on one area, people change in three directions effort, progress and results.

Speaker 1: 5:20

The have scheduled sessions focusing on one area. People change in three directions effort, progress and results. The first four sessions focus on their effort. Don't worry about the lack of results. Stay away from constructive feedback. Focus on the good things that they're doing. Focus on the effort they're making. Help people feel good about getting better. Now here's the best part when they start progressing and you pinpoint it, they know what to repeat. When they do that, remember there's a great study at us. The leaders point that out. Then progress elevates motivation and you start to go in the direction of this thing called predictable sustainable results. What are your thoughts?