Coaches are supposed to fix the talent development problem, right? That’s the common belief, but think about that for a moment. Whatever the challenge—leadership, revenues, retention, hiring—that challenge didn’t happen overnight. It takes time to undo existing habits and build new ones.
Here is how you build a better boat.
All hands on deck. This means captain and crew. Engagement is key. When team members view leadership development sessions as an inconvenience, the chances for changed behavior on the backend is slim. Share the “why” behind the training and consider asking the team about their observations so they can be addressed, too.
Check the weather. What does your team need? Is it improvement in communication? Trust? Accountability?
When you speak with a potential coach, share specific examples of the challenges you are having so they can build customized training for your organization. If you want a deeper dive, ask if they can conduct a climate assessment by your team members individually.
Oh Captain, my Captain. Success starts with executive leadership. They set the tone. If the Manager skips mandatory meetings, so will the direct reports. If they don’t speak to the team with respect, the Managers are driving—and even advancing–the toxic culture.
If you train the team yet leave upper management out, it’s like furiously rowing a ship rather than turning on the engines.
One way to check the compass of your culture is with a 360 assessment. It is very detailed, and gives managers feedback from their manager, their peers, direct reports, and even vendors.
Another way is by having team members submit the simpler 16 question Manager Performance Assessment or Managing Up Assessment found here.
Seeing is believing for most people, however, if leadership ignores the results, there is a bigger issue that will take time and, perhaps, one-to-one coaching to resolve.
Not a 3-hour tour. A one-day training sounds great on paper—get the team out for a day, provide breakfast and lunch and really dive in. There is a risk, though. Teams are pumped at the end of the day but when they return to their regular tasks, they easily revert to old patterns, often within days.
Training requires momentum and accountability. Rather than a day-long training, break it up into 6-8 ninety-minute or 2-hour sessions. That allows for homework and checkpoints between, and at the beginning of, each meeting.
Choose your navigator wisely. It is a given that you should select a knowledgeable coach—but also look for someone who is engaging, who will draw the audience in, and will make the training stick with hands-on activities and practice.
Beware of sharks. Think about what could negatively impact the sessions.
- Buy-in. Not everyone will be on board. Some will resent having to take time for training. Ask their opinion about challenges early and share your thoughts. Look for common ground that the training will address to help them see the benefit.
- Separate sessions by management level. If you put executives in the same room as their direct reports, transparency goes out the door. The same goes for HR. The coach will be working to build trust immediately, but making this mistake will prevent it and limit results.
Smooth Sailing
After the training, everyone will be headed in the same direction, working together to implement new habits. That’s the time for intentionality and internal accountability. Wrap up the training with an agreed upon plan on how to move forward. Remember, the coach charts the course, but the captain and crew make the ship move forward.
