At heart, Performance Coaching in business organizations is simply about helping a person (aka the “Coachee”) develop his ability to solve problems. I’ve been teaching Coaching for several years and have always been struck by how difficult it is for many people in a coaching role to just ……… simply ………. be …………silent.
Maybe this shouldn’t be so surprising. Many if not most leaders attain their positions by being able to sort through confusion and solve problems, so it’s no wonder that their concept of Coaching often translates to: Give the Coachee the answer to the problem!
As a result, many coaches fall prey to a common syndrome: They talk – and give advice – and talk – and tell the Coachee what she should do – and talk – and describe their own “similar” experience and what they did about it – and talk …
… rather than sit back, be quiet, and let the Coachee talk – about her characterization of the situation and her feelings about it … about what she’s tried to do and what she’s considered doing … about her speculation about what she could do … about what she will do.
After all, the goal is not so much to solve the immediate problem as it is to guide the Coachee through the process of solving problems – both the immediate one and future ones.
I think many coaches could learn a few things from a fellow I mentioned earlier – one of my comic heroes, Jack Benny. David Zinger in his website Employee Engagement Zingers makes some great observations about Jack’s strategic use of the “pregnant pause” in his routines. Jack was skilled at (and comfortable with) using silence as an artistic device – and a Performance Coach can regard silence in the same way in performing his “art.”
The Daily Improviser can think of Coaching as an improvised performance, with the Coachee being the “partner,” and with the interaction comprising a series of Offers and Acceptances. In this sense, the improv skill of Listening (aka The Now!) becomes paramount.
Any Coach can benefit from remembering the WAIT principle: Whenever you find yourself tempted to rush in and fill a silent space in the coaching performance, ask yourself “Why Am I Talking?”
Maybe this shouldn’t be so surprising. Many if not most leaders attain their positions by being able to sort through confusion and solve problems, so it’s no wonder that their concept of Coaching often translates to: Give the Coachee the answer to the problem!
As a result, many coaches fall prey to a common syndrome: They talk – and give advice – and talk – and tell the Coachee what she should do – and talk – and describe their own “similar” experience and what they did about it – and talk …
… rather than sit back, be quiet, and let the Coachee talk – about her characterization of the situation and her feelings about it … about what she’s tried to do and what she’s considered doing … about her speculation about what she could do … about what she will do.
After all, the goal is not so much to solve the immediate problem as it is to guide the Coachee through the process of solving problems – both the immediate one and future ones.
I think many coaches could learn a few things from a fellow I mentioned earlier – one of my comic heroes, Jack Benny. David Zinger in his website Employee Engagement Zingers makes some great observations about Jack’s strategic use of the “pregnant pause” in his routines. Jack was skilled at (and comfortable with) using silence as an artistic device – and a Performance Coach can regard silence in the same way in performing his “art.”
The Daily Improviser can think of Coaching as an improvised performance, with the Coachee being the “partner,” and with the interaction comprising a series of Offers and Acceptances. In this sense, the improv skill of Listening (aka The Now!) becomes paramount.
Any Coach can benefit from remembering the WAIT principle: Whenever you find yourself tempted to rush in and fill a silent space in the coaching performance, ask yourself “Why Am I Talking?”
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