Coaching is so much more than just a conversation! Coaching goes beyond the ability to ask questions and listen attentively. Coaching explores personality traits, behavioural habits and thinking processes. Eileen Hutchinson

‘Coaching conversations focuses on helping another person to understand themselves through the art of communication. At the core of the conversation will be the very essence of the problem, situation, or individual goal. Coaching conversations are based on asking rather than telling, on provoking thought rather than giving directions or advice and it holds individuals accountable for their goals and aspirations’ 

Coaching conversations are an important way to turn experiences into learning, and supports individuals to engage and develop themselves by becoming more self-aware, leading to better work related performance. Coaching reinforces strengths and explores weaknesses, opportunities and threats, helping people to take responsibility and ownership for their actions and their interpersonal development.

Coaching can be more time consuming in the short term compared to other methods of training, improving or developing your staff, but coaching pays dividends overall. It is acknowledged as one of the best ways to get improved performance from staff.

More broadly, organisations benefit from a coaching culture through:

  • Increased employee engagement
  • Increased job satisfaction and morale
  • Increased collaboration
  • Improved teamwork

Being a coach is all about developing others and it is an essential part of leadership. Effective coaching conversations requires you to do a few things:

  1. Listen with curiosity and put the coachee at the heart of the conversation and become a great listener.
  2. Build rapport, ask curious questions and embrace silence, giving time to the coachee to fully know what they want.
  3. Give objective feedback and remember there is no such thing as failure only feedback.

When you’re able to listen with curiosity, respond by building rapport, embrace silence and give constructive feedback you will have the basis of a coaching conversation

Start your coaching conversation by finding out the coaches views of their current situation, using active listening and asking open questions to encourage the coachee to talk openly and to raise their awareness and therefore insight into the issue.

Using my Insights coaching model as a frame will help you to ask insightful questions which will take the coachee on a journey of inner self discovery. This is a good way of creating time for the coachee to really think about what is important for them to achieve.

The essence of good coaching conversations, is that the development process is two way and enables both parties to build absolute trust in each other. Therefore it is essential that a trusting relationship is established, and expectations are explored and established from the very beginning. Outtake from EH Leadership Coaching Diploma.

Eileen specialises in helping clients with inspired learning and leadership development, by supporting and equipping talent management with a variety of training or coaching packages.

Eileen works with senior management teams, individuals, independents, & other coach’s on executive, interpersonal or business coaching. Please visit her websites 

www.ehleadershipcoachingacademy.com www.eileenhutchinson.com