There is NO Buy In To Coaching for Leaders

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Transcript

Speaker 1: 0:37

Personally, I hate the title of getting buy-in to coaching. There is no buy-in to coaching. See, coaching is a byproduct of something that's happening every single day. Leaders are communicating with subordinates. Peers are communicating with other peers. Subordinates are communicating with upper management. People are communicating with each other. It's a language. Coaching is another language. It's a byproduct of the communication already occurring.

Speaker 1: 1:08

Now, if somebody calls somebody into the office, what's the typical response? It's typically uh-oh, I must be in trouble. So when a boss calls you into the office, we get a little bit nervous. Why? Because we think we're in trouble. Why is that? Because we've conditioned that. Now a leader might say well, wait a minute, I'm not coaching. Yes, you are. If you are always calling people in to give the constructive feedback, you are coaching them.

Speaker 1: 1:37

To leave the company May not be your intent. People are not leaving training departments. They're not leaving human resource departments. The number one reason people quit their jobs is because of their direct manager, whether fair or unfair. So when someone says I don't buy into coaching, great, what are you doing to develop talent? Well, that's the training department's responsibility. It is Do they do the end of the year review? I mean, it's a smoke screen, the reason that leaders do not want to coach, they will first use the objection of time. Time is a smoke screen too. I do not know what to do or say. It is a different language.

Speaker 1: 2:14

I don't think anybody can argue that most people lack self-awareness. I cite Tasha Yerrick's work all the time. 95% of the people in her survey said yes, I'm highly self-aware. 85% ended up not being self-aware. Only 10% were of that. 95%. That means 8.5 out of 10 people are lacking self-awareness. So when a boss speaks to the boss who doesn't buy into coaching, really think oh, when I told that guy he had a bad attitude, it really resonated with him. No, it didn't. They shut down. They're not listening to you.

Speaker 1: 2:52

When you want to drive awareness, you have to ask questions. That is probably the major component of coaching people. So when you coach people, probably the major component of coaching people. So when you coach people, that's the major component driving self-awareness, asking questions that is a transition. For many leaders that will be easy, somewhat hard and for some people very hard. So when someone says, why don't buy into coaching? You're already coaching people, you're already communicating with people. Why not maximize those interactions to drive and retain talent? It makes no sense when people say well, you know, leaders don't buy into coaching, I get. When people say that I get. When training and human resource leaders say that. Let me address the leaders for a second.

Speaker 1: 3:36

If you say you don't have buy into coaching, if you have kids in youth sports, tell them not to go to practice, they just show up for games. Would you do that? Would your kid be worthy of playing time? And what do you do at the end of the year review when you start giving feedback and according to you, you don't buy into coaching. And let's say the training budget was slashed and there wasn't much training, and you're going to give someone feedback saying you didn't improve. How can anybody look at another human being and say I didn't provide you the resources I didn't buy. You know, buy time for us to spend together. I certainly didn't coach because I just don't buy into it and I'm going to have to give you lower marks because you didn't improve. The message is you need to improve on your own. Now, I'm actually not against that, yet that's a really tough message. So I'm going to say it there is no buy into coaching. Coaching supports what you're already doing, which is communicating with your subordinates.