We tend to think of leaders as people who have all the answers. Maybe it’s because from childhood the people who “lead” us seem to have all the answers:
- Our parents, who have already survived childhood
- Our teachers, who have already conquered spelling, math, and reading
- Our team coaches, who understand the fundamentals of the game
It can be a rude awakening when we find ourselves in a leadership position and realize that we don’t necessarily have all the answers. But, do we really want our leaders to have all the answers?
This week in class, we were discussing the idea of the leader as coach. I’m not talking about the kind of athletic or sport coaches that many of us are familiar with. The International Coaching Federation (ICF) defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.”
Unlike a consultant or a trainer, a coach helps you to discover answers for yourself rather than delivering answers as an expert. Our discussion in class centered around the ways that a leader can help their employees to gain competence and confidence by coaching them to find their own answers rather than always offering immediate solutions.
We talked about the reasons that coaching an employee to come to their own solution might be helpful. My students identified some good reasons:
- The employee might have more buy-in
- The employee gains confidence and expertise to work independently
Apparently, though this might sound good in theory, this was a tricky concept for my students to apply. After some very rudimentary training, I asked them to use a basic process to coach another student in class (on any subject of their choosing). And off they went!
Initially, I was really getting a kick out of some of the “challenges” they chose to be coached on, but somewhere along the way, I heard a lot of the coaches telling their fellow student what they should do.
“You should open the door if you really want to be a gentleman.”
“You would plant that particular item during late spring.”
“Well, when I study for Dr. Prevost’s tests, I usually…”
You get the idea.
When we debriefed, they confessed how difficult it is to ask questions rather than providing solutions to people’s questions, problems, and dilemmas. Almost immediately, we default to offering solutions. Especially as leaders, we are used to be asked to “fix” the problem.
But, is delivery as powerful a method of learning as discovery?
Val Hastings from Coaching for Clergy actually points out in his trainings how often people in scripture came to deep insights from being asked questions. Consider these questions asked by Jesus:
Perhaps we should learn from this great teacher who has more followers than any of us will ever hope to have. If you want people to follow, then ask powerful questions. As leaders, we don’t always have to have an answer. And even when we have an answer, perhaps we lead people to deeper, more meaningful insights and opportunities when we ask the right questions rather than always giving them answers.
When has someone led you with a powerful question?