How to Coach

A Manager’s Guide to Coaching

How to Coach: a Manager’s Guide Page 1 of 58

How to Coach:
a Manager's Guide

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How to Coach: a Manager’s Guide Page 2 of 58

Contents

Welcome 4
Introduction 5
Chapter 1 Coaching Skills 8
1.1 Improving Your Listening Skills 9
1.2 Developing Good Communication Skills 11
1.3 Asking Better Questions 13
1.4 Learning Emotional Intelligence 14
1.5 Building Trust 16
1.6 Drawing This Together 17
Chapter 2 Coaching Individuals 18
2.1 Useful Coaching Models 19
2.2 Setting up a Coaching Relationship 22
2.3 Informal Coaching 26
2.4 Drawing This Together 29
Chapter 3 Coaching Teams 30
3.1 Understanding Team Dynamics 31
3.2 Defining Your Expectations 33
3.3 Evaluating Rewards and Recognition 37
3.4 Team Coaching Processes 39
3.5 Drawing This Together 40
Chapter 4 Coaching Yourself 41
4.1. Identifying Your Strengths and Weaknesses 41
4.2. The GROW Model 42
Chapter 5 Your Coaching Action Plan 48
Chapter 6 What’s Next? 58

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How to Coach:
a Manager’s Guide
Coaching is a powerful way to
increase happiness, engagement
and productivity in your team.

If you’ve ever had a manager who nurtured your abilities

and worked with you to set challenging but realistic goals,
you’ll know how much difference coaching can make to
your career – and to the success of your organization.

Coaching can help your team to communicate better,

to overcome conflict, to accept change, to think
creatively, and to work together more effectively.

But most managers are given no formal training in

coaching, and many feel daunted by the prospect of
doing it. So, they allow this essential tool for personal
and team development to fall by the wayside.

That’s why we created this How to Coach toolkit. It can

enable you to fulfill one of your key responsibilities as
a manager: helping your team members to grow, and to
realize their full potential. What’s more, you’ll likely find
that you benefit from the process just as much as they do.

I hope you enjoy it!

James Manktelow
CEO, MindTools.com
James Manktelow, CEO, MindTools.com

How to Coach: a Manager’s Guide Page 4 of 58

Introduction

“I haven’t got time for coaching! And who needs it,

anyway?” If this is your first reaction to what might
feel like just another burdensome task, read on.

Coaching skills are a valuable asset for any

manager. A study by Deloitte found that leaders
who frequently coached their teams improved
their business results by 21 percent.

So, it’s no surprise that an increasing number of

workplaces consider coaching to be a worthwhile
investment. In a survey by the Conference
Board Council, 61 percent of the participating
organizations used some form of internal coaching.

One reason for this increase is that people who

receive coaching can reap considerable benefits.
Research by PwC found that, of the participants
who had received coaching:
• 80 percent had increased self-confidence.
• 73 percent had improved relationships.
• 72 percent had improved communication skills.
• 67 percent reported a better work-life balance.

Numbers like these will likely appeal to any leader,

in any industry!

But, despite the evidence that effective coaching

can make a difference, most managers have very
little training in how to do it. The good news is that
coaching is a skill that you can learn.

How to Coach: a Manager’s Guide Page 5 of 58

What Will Coaching Do for Me? And, by working through the exercises in each
chapter, you’ll gain a deeper understanding of the
We’ll tell you right now, coaching isn’t easy – at topic and reinforce what you’ve learned.
least, not if you want to do it well. However, it can
be a rewarding and inspiring experience, especially But first, let’s deal with those time pressures and
when you see your team racing ahead as a result. To-Do Lists that dominate your life. Consider how
a small investment now in effective, targeted
When you coach your team members, you may coaching can save you and your team large
find that your own job satisfaction increases, too, amounts of time and effort in the future.
and that you have a deeper sense of purpose
and meaning at work. What’s more, you’ll likely Purpose and enthusiasm will grow, errors will
strengthen your relationship with your team. decrease, and loyalty and collaboration will build.
But first, you need to gain the knowledge and And you’ll likely find yourself dealing with less
confidence to be an effective coach. conflict, and delegating more.

This workbook will guide you through the essential

coaching skills. ACTION
You will learn: Take a look at our Time Management resources
for help with heavy workloads, prioritizing,
• How to develop good listening skills, emotional
having better meetings, and more. Practice
intelligence and trust, so that you can establish
protecting your time for the really important
strong coaching relationships.
stuff – including coaching!
• How to coach individual team members.
• How to coach your whole team.
• How to coach yourself.

How to Coach: a Manager’s Guide Page 6 of 58

TIP
For more insight into your coaching skills, and for advice and guidance on how to develop your people
effectively, take our quiz, How Good Are Your Coaching Skills?

What makes a great coach? Write down your ideas, below.

I am a very skilled person on my field as the field that I am currently working is also my educational or bachelor
degree. My extensive knowledge and skill are the things that i used to coach and motivate my team to ensure we
achieve our goals. Listening and giving attention to every single problem in detail is one of my ability to understand
the other.

Which of these skills do you already have?

Public speaking is one of the skill that I am currently doing and developing.

Which of these skills do you need to develop?

I feel I need to develop my storytelling skill, therefore I read a lot of book to gain insight of new things and try to
retelling it my peers or members in the form of storytelling.

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1. Coaching Skills

Feedback from people who have received coaching

suggests that a coach’s most important attributes are
personal rapport, confidence, and a sense of humor.
A report by the International Coaching Federation
shows that thousands of coaching clients valued
rapport and compatibility more highly than
a coach’s formal education, or his or her years
of experience. “ A coach is someone
who tells you what you
This gives you an advantage – because, as
a manager, you already have good working don’t want to hear, and
relationships with your team members.
has you see what you
But coaching requires other important
skills, too. These include:
don’t want to see, so
• Listening. you can be who you
• Communicating.
• Questioning.
have always known
you can be.
• Emotional intelligence.
• Developing trust.

In this chapter, we’ll look at these skills in more

Tom Landry, NFL coach ”
detail, and discuss how you can improve each one.

1 2 3 4 5 6

Coaching Coaching Coaching Coaching Your Coaching What’s

Skills Individuals Teams Yourself Action Plan Next?

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1.1. Improving Your Listening Skills
The ability to listen well is the most important To listen empathically, pay attention to what’s being
coaching skill. It’s key to understanding what the said – and what isn’t. Keep in mind that what the
other person is saying on the surface, and to finding speaker holds back is sometimes as important as
out what he or she means on a deeper level. what she communicates.

Specifically, you need good active listening skills. Try to keep your own thoughts and opinions out
This means that you give your full attention to of the conversation, and to focus on the other
the other person, and that you’re not distracted person. Listen carefully to his vocal tone and
by thinking of follow-up questions or counter- inflection, and watch his facial expressions closely.
arguments. You also need to be aware of the Ask yourself, “How is this person feeling about
person’s body language, and how it aligns with what he’s telling me?”
(or differs from) what he says.
Mindful listening takes this a stage further, as it
When you’re listening actively, give subtle clues to enables you to listen without judgment or criticism.
show that you’re paying attention. For example, nod The key is to listen “in the moment” – to be aware
your head and use words like “Yes,” or agree with of your own thoughts and reactions to what is being
an “Uh huh,” when the person is talking. You can said without allowing them to distract you from the
also paraphrase what you’ve just heard to confirm speaker’s message. This ensures that you remain
that you’ve understood it. For example, you might open and receptive to other people’s ideas.
say, “What I’m hearing is…” or, “If I understand what
you’re saying… .”
TIP
Another useful skill is empathic listening. This is
Take our quiz, How Good Are Your Listening Skills?,
similar to active listening, but it also requires you
to gain a better understanding of how well you
to make a concerted effort to understand what the
listen, and to learn ways to improve.
speaker is saying on an emotional level, as well as
an intellectual level.

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ACTION
Practice active listening with a friend or
colleague, and answer the questions below.

1. Did the other person’s body language align with what she said?

2. Did active listening help you to understand the other person? If so, how?

3. How could active listening improve your relationships in your personal and professional lives?

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1.2. Developing Good Communication Skills
To be an effective coach, you need to know how By asking a different set of questions, Susan could
to communicate your thoughts and ideas clearly. have helped Javier to come to his own realization
The other person will rely on your expertise and about his time management – which might have
guidance, so it’s vital that you get your message had nothing to do with his boss!
across without causing confusion.
This simple example shows how easy it is to
Part of effective communication is keeping your influence a conversation with your choice of
opinions and assumptions out of the conversation. words, phrases and questions.
This is especially true in coaching, where the focus
is always on the coachee. But it’s easier said than You can avoid this in your coaching conversations
done, and many of us insert our opinions into by learning to use Clean Language. This technique
a discussion without even realizing it! was developed by David Groves in the 1980s,
and it enables coaches to avoid using words and
Here’s an example. Javier is talking to his coach, metaphors that might affect their clients’ thoughts
Susan, about how he’s not been able to devote any and feelings.
time to leadership development – a goal that both
of them agreed was important for his career. The Clean Language technique is useful because it
helps the coachee to arrive at his own realizations,
Susan: So tell me what has happened this week. without being influenced by you. This allows him to
develop greater self-awareness, and means that
Javier: I just couldn’t find the time to read that he will more likely identify the real cause of his
leadership development book, or work on the problems correctly.
exercises you gave me.
Try to limit your own use of metaphors when
Susan: Was it your boss again? Did he add more to you’re coaching. But do pay close attention to the
your workload? metaphors that your coachee uses, as they can
offer powerful clues to how he feels about the
Javier: Yes, he did. subject you’re discussing.
Susan: That probably made you feel stressed and
unappreciated, right?
TIP
Javier: Yes, it doesn’t make me feel good when he Take our self-test, How Good Are Your
does that. I already have too much to do. Communication Skills?, to discover your
communication strengths and weaknesses,
At first, it might seem that Susan correctly identified and to learn how you can improve them.
that Javier’s problem was his boss. But, if you look
more closely, you’ll see that Susan assumed that this
was the case. Then, she steered the conversation
in a particular direction with her suggestion that the
increased workload made Javier feel “stressed
and unappreciated.”

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Here are a few examples of common metaphors: It can be a challenge to identify metaphors,
• I can’t digest what you’re telling me. because we use them so often. Some are so
ingrained in the way we talk that we don’t even
• I need to build my leadership skills.
realize we’re using them! But listen out for them
• I’m trapped in my job. in your coaching sessions, as they might help
• She’s sticking her head in the sand. you to identify your team member’s hidden or
• I’m over the moon about my promotion. subconscious thoughts.

ACTION
For the next few days, pay attention to the metaphors that you use in your everyday speech. Write
them down in the table, below.

Metaphors

1.

2.

3.

4.

5.

6.

7.

8.

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When your coachee uses a metaphor, you can ask When you use Clean Language, speak more slowly
a series of Clean Language questions that will help and in a slightly deeper voice than your team
you to understand his meaning. These are: member, and try to mimic her intonation and body
• And is there anything else about…? language as much as possible. This can help her to
relax and open up to you.
• And what kind of… is that…?
• And where is…? Using Clean Language takes practice, and some of
• And whereabouts? the questions may sound a bit awkward at first. If
• And what happens next? so, role-playing can help you to get used to them.
• And then what happens?
• And what happens just before…?
ACTION
• And where could… come from?
Practice the Clean Language technique with
• And that’s like… what? a friend or colleague. Pay attention to his
metaphors, and to any words or phrases that
might indicate how he feels. Ask Clean Language
questions to get to the root of any issues.

1.3. Asking Better Questions

Great coaches listen more than they talk. And they Then, probe for more information with follow-up
ask the right questions at the right times – this helps questions. Ask your coachee for more detail, to
their coachees to understand themselves better. provide an example, or to clarify what he has said.

When you ask questions, your goal is to find out Good questioners also give people adequate time to
information that can help your team member. Don’t respond. When you’re coaching, make sure that you
take it as an opportunity to voice your own opinions! pause after you ask a question to give your coachee
time to think. Don’t be tempted to fill the silence!
Concentrate on asking open-ended questions.
These are questions that the other person can’t just
reply “Yes” or “No” to, and which require her to give TIP
a more thoughtful answer. They usually begin with
The 5 Whys technique is a simple and effective
“What?” “Why?” or “How?”
way to ask probing questions. And our article,
Questioning Techniques, helps you to
understand which method is suitable for
each situation.

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1.4. Learning Emotional Intelligence
Emotional intelligence is about recognizing your 3. 
Motivation – People who have high emotional
emotions, understanding why you feel a certain intelligence know how to exchange immediate
way, and knowing how your behavior affects those gratification for long-term success. If you focus
around you. It’s also about sensing others’ wants on building this skill, you can coach others to do
and needs. the same.

When you have emotional intelligence, you can 4. 

Empathy – Putting yourself in other people’s
develop stronger relationships, control your shoes, and gaining a better understanding
emotions more effectively, and know yourself of their perspectives. This trait is incredibly
better. All of these elements allow you become important in coaching.
a better coach.
5. Social Skills – People with high emotional
Emotional intelligence is made up of five elements: intelligence know how to build and maintain
good relationships.
1. 
Self-Awareness – The ability to look inward, to
think deeply about your behavior, and to consider
how it aligns with your ethics and values. ACTION

2. Self-Regulation – This determines the extent to Use the exercises below to increase your
which you can control your emotions, feelings emotional intelligence.
and impulses.

1. Think about how you react to other people in stressful situations. Are you quick to judge, or do you wait
until you have all the facts? How could you improve your behavior?

Try to comfort them. Then, try to talk and consult them. Try to not use personal views or experiences and just focus on
that person.

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 2. Think back to the last time you lost control of your emotions at work. What happened? How did your
actions affect the people around you? How will you make sure it doesn’t happen again? Reflect on your
experience, below.

It did not go well as I remember. I do not like the emotions when I am mad. It also created a strange emotion for
people around me as I am not a typical of person who would lost temper. I should have controlled my temper well.

3. Conduct a Personal SWOT Analysis to learn about your strengths and weaknesses. First, list your
strengths, below.

Strengths: able to feel the others feeling, willing to listen to their stories or issues

Take a look at your list. How could you use these skills in your coaching relationships? Write down your
ideas, below.

First is to listen to whatever they want to say. Then, try to feel or think they way they are feeling or thinking to gain a
perspective, therefore we could give them the best respond and hopefully those are the respond that they are needed or
wanted.

Now, list your weaknesses.

Weaknesses: Easy to lose temper

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 How might these weaknesses affect you as a coach? What could you do to improve them? Write down
your thoughts, below.

Try not to bring negative emotions during the listening session. Clear my mind and my emotion so I would not be so
easily to lose temper.

ACTION 1.5. Building Trust

Daily journaling can help you to develop self-
awareness. Commit to keeping a journal for the Your coaching relationships with your team
next month. Write about what you’ve done each members are built on confidentiality and trust. The
day, and, more importantly, reflect on how you process only works if your coachee is comfortable
felt and reacted to different situations. sharing his thoughts and feelings with you. If you
don’t have trust, this won’t happen.
When you take the time to think about your
experiences, you will learn more about yourself, There are several ways to build trust in a relationship:
and this will make you a more empathic and • Be honest. People will trust you if they know that
effective coach. they can count on you to tell the truth.
• Share your experiences. Tell them about the time
you made a mistake, or experienced a failure. You
TIP can also talk about your values or beliefs.
You might be daunted by an important • Keep your word. If you make a promise to
but difficult conversation. Turn this into an someone, do whatever it takes (within reason!) to
opportunity for a Savvy Conversation by stick to it. If you can’t, be upfront and explain why.
balancing being candid and direct with • Inspire others. Demonstrate behaviors such
respect, engagement and sensitivity. as integrity, respect, loyalty, fairness, and
authenticity.

We’ll learn more about how to develop trust in the

next chapter.

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ACTION
Take a moment to think about the topics that
we’ve covered in this chapter. Then, answer the
questions in the table, below.

Which of the skills (listening, communicating, questioning, developing emotional intelligence, and building
trust) do you think you struggle with the most? Why?

I think I am struggling on communicating and questioning because I am not a great communicator and I tend to give
people "yes" or "no" question so it will not help them.

What can you do to improve these skills?

I am trying to improve my communication and questioning skill by trying to do storytelling so I would be able to
improve my confidence on talking and to find a better and interesting way to question the other.

1.6. Drawing This Together

In this chapter, we learned about the skills that
you need to be a great coach, including how to
listen, communicate, question, develop emotional
intelligence, and build trust. These are all important
for connecting with other people, and to maintain
positive relationships.

In the next chapter, we’ll look at the coaching

process itself.

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2. Coaching Individuals

Deep down, your team members likely already

know the answers to their problems. As a coach,
your job is to guide them toward this realization.
One-on-one coaching is a great way to provide this In an individual coaching relationship, it’s important
guidance. It’s the most common form of coaching, that you are humble, and that you always respect the
and it’s valuable in many ways. For example, it can other person’s opinions. Never assume that you have
help your team members to: the “right” answer. Make suggestions, but think of
• Identify career goals, and develop plans to yourself as a partner, not a teacher. Remember that
achieve them. most of the time, the solutions to whatever issues
your team members have lie within themselves.
• Improve their time-management and
organizational skills.
In this chapter, we’ll look at some useful models that
• Find the right work-life balance. you can use to frame your one-on-one coaching
• Make better decisions. conversations. We’ll also discuss how to build
• Develop skills to work more effectively. successful coaching relationships, and how you can
use coaching techniques informally, as well as in
• Reduce stress.
structured sessions.
• Build more productive work relationships.
• Think positively.

1 2 3 4 5 6

Coaching Coaching Coaching Coaching Your Coaching What’s

Skills Individuals Teams Yourself Action Plan Next?

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2.1. Useful Coaching Models
You may feel a little daunted by the prospect of To use the GROW Model, follow these steps:
coaching another person. After all, if you’re like 1. Establish a goal.
most leaders, you probably haven’t received
2. Examine the person’s situation.
any formal coaching training. So, how do you
3. Explore the options (or obstacles).
know what to do or say to guide your team
member effectively? 4. Agree a plan. The coachee identifies the steps
that he needs to take, and commits to specific
Fortunately, there are many established models, actions that will move him toward his goal. At
techniques and approaches that you can use to this point it’s useful to discuss how he will stay
structure your coaching sessions. motivated, and the strategies that he’ll use to
overcome any obstacles that arise. Finally, set
1. The GROW Model a date to review his progress, and to revise the
plan if necessary.
The GROW Model is a simple, yet powerful,
coaching tool. GROW stands for:
• Goal. ACTION
• Current Reality. Use the GROW Model to identify your own
challenges and issues. In the table, below, write
• Options (or Obstacles).
down the questions you ask yourself as you
• Will (or Way Forward). work through the process. These can be a useful
starting point for coaching other people.
As a manager, you’ve likely already identified
many of your team member’s issues, and that’s
OK. You can still use the GROW Model as a guide
that can help her to explore ideas, to come to her
own conclusions, and to identify what she wants
to achieve.

Questions

1.

2.

3.

4.

How to Coach: a Manager’s Guide Page 19 of 58

2. The Skill/Will Matrix Figure 1 – The Skill/Will Matrix

Your team members all have their own needs,

personalities, skills and abilities. This means that
you will need to tailor your approach to fit each
individual.

The Skill/Will Matrix, developed by coach and

author Max Landsberg in 2003, can enable you
to find the appropriate coaching style for every
situation.

The matrix (see figure 1, right) is divided into four

quadrants. Each quadrant represents a different
coaching style:

From “The Tao of Coaching” by Max Landsberg. Published by Profile

Books, 2003. Reproduced with permission.

• Guide – This approach is best for people who

have high will, but low skill.
• Delegate – Use this with people who have high
skill and high motivation.
• Direct – Use this approach with people who
have low skill and low will.
• Excite – Use this for people who have high skill,
but low motivation.
For example, if you are working with someone in
the Direct quadrant, you might want to set clear
guidelines, manage her progress closely, and
encourage her to discuss any deadlines with you.

But you could take a more “hands off” approach

to coaching a team member who falls into the
Delegate quadrant.

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ACTION
Think about the people in your team. Where would you place each of them on the Skill/Will Matrix?
Plot each one in the table, below.

Name of Team Member Quadrant

1.

2.

3.

4.

5.

6.

3. Solution-Focused Coaching
The Solution-Focused Coaching approach helps
you to identify what your team member wants, and
how he can achieve it. Your aim is not to examine
why a specific problem is occurring, but to find
a solution. This helps you to avoid dwelling on the
negatives. It’s a simple and positive way to coach
someone.

There are four steps in a solution-focused approach:

1. Identify a goal or solution.
2. Create a plan.
3. Take action and monitor progress.
4. Change what isn’t working.

This model is effective for most people, in most

situations. However, if your team member wants to
explore the deeper issues behind her behavior or
actions, you might want to take a different approach.

How to Coach: a Manager’s Guide Page 21 of 58

2.2. Setting up a Coaching Relationship
Trust and rapport are two of the most important Make the Other Person Comfortable
aspects of a successful coaching relationship.
Without them, your team member is unlikely to When your team member feels secure and
share his thoughts and feelings with you. comfortable, she’s more likely to open up and
share what she’s really thinking. This only tends to
Building Trust develop once you know someone well.

There are several ways to develop trust with your You can help this process along by sharing some
team member: personal information about yourself, too. This
doesn’t mean that you have to self-disclose every
Demonstrate Your Credibility detail about your life! But telling stories from your
past, or talking about your values and beliefs,
Your coachee needs to feel that you have the will show that you trust her with your personal
knowledge and skills to help her. That is why information.
credibility is so important.
You need to find the right balance between how
Your existing relationship with your colleague likely much to tell her and how much you keep to yourself.
makes you a credible coach, but remember that Use the Johari Window model to help with this.
your role as a coach is very different from your role
as a manager. Show That You Care

In your coaching sessions, show confidence Your coachee needs to feel that you have his best
by avoiding hesitation, making eye contact, interests at heart, and that your relationship isn’t
and smiling. But, if you don’t have all the answers, just about improving the quality of his work or
don’t be afraid to admit it. If you’re open and increasing his productivity.
honest with your team member, your credibility will
increase. What’s more important is that you have So, take an active interest in his life. Be clear that
the resources to find the answers together. you are available at short notice if he needs to talk
to you. And, if your coaching plan takes longer
Show Your Reliability than you expect to bear fruit, be patient and
demonstrate your commitment to the process.
Another important aspect of building trust is
reliability. Your team member needs to know that
he can depend on you, in every situation.

To show that you’re reliable, make sure that you

do what you say you’ll do, without fail. Be sure
to turn up for your coaching sessions on time, to
return messages and calls promptly, and to remain
sensitive to your coachee’s preferences and
expectations.

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Building Rapport The six levels of rapport were originally identified
by Gregory Bateson in 1964, and developed further
At the start of a coaching relationship, it’s important by Robert Dilts in 1990. They are:
to build a rapport with your team member. But this 1. Environment – What do you have in common
can be more difficult than it sounds! (work, location, background, and so on)?
To help the process along, find out what the two 2. Behavior – Do you do similar things out of work?
of you have in common. You can do this by asking 3. Capability – Do you share any skills or abilities?
her questions about herself, and about what’s 4. Beliefs – Do you have the same values or beliefs?
happening in her life. 5. Identity – Do you share a sense of who you are?
6. Spirit – Do you have a similar spiritual outlook
on life?

How to Coach: a Manager’s Guide Page 23 of 58

ACTION
Answer the questions below to learn how to build
trust and rapport with your team member.

1. Brainstorm three ways in which you can demonstrate your credibility as a coach.

2. As a manager, how do you show that you’re reliable? How could you improve?

3. One of the best ways to put your team member at ease is by self-disclosing. List some examples of
personal information that you’re comfortable sharing.

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 4. Brainstorm how you could show your team member that you care. Write down your ideas, below.

5. Talk to other managers who coach people in your organization. Ask them how they start their sessions,
and how they establish rapport. Write down their responses, below.

6. Think about what you’ve learned from these managers. Do any of their approaches or techniques seem
appropriate for you? If so, which ones, and why?

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2.3. Informal Coaching
You don’t have to wait for a structured session to There are many situations where people can
use your coaching skills. Good coaches engage benefit from an informal coaching conversation –
with their team members daily, or weekly. for example, when they’ve received feedback, or
after a performance review. Team members might
These informal coaching sessions might be quick, also need support if they experience an anticlimax
but they can make a huge difference to your team’s after achieving a major goal, or if a project or
effectiveness and morale. They can also help you presentation didn’t go as well as they’d hoped.
to create stronger and more trusting relationships
with your people. 3. Ask for Permission
You can identify informal coaching opportunities in Informal coaching can be a valuable experience
several ways: for your team member. However, she might
not appreciate it if she’s in the middle of doing
1. Keep on Top of Workloads something important!

Stay in touch with your team members’ workloads. Be sure to check that it’s a good time to have
When people are overloaded, or they’re trying a coaching conversation.
to juggle too many responsibilities, an informal
coaching session can help them to prioritize their
tasks, or to gain a clearer understanding of what’s
most important.

Adjust your schedule during busy times so that

you’re available to help when your team members
need you.

2. Be Aware of People’s Moods

A change in a person’s mood might prompt you to
start an informal coaching conversation.

For example, imagine that you’ve walked by a team

member’s desk. His shoulders are slumped,
his head is down, and he’s staring blankly at his
computer screen. Sure, he may just be recovering
from a big lunch! Or, he might have just learned that
his most promising client went to your competitor.

The point is, his body language is telling you that

something is wrong. If he’s just eaten too much, you
could encourage him to take a quick walk outside.
But, if it’s something more serious, you’re in the right
place at the right time for a quick coaching session.

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4. Don't Tell People What to Do 5. Use Informal Moments
Remember, your goal as a coach is not to offer The best time to have an informal coaching
advice or to give specific instructions. The best conversation is when you both feel relaxed. Rather
coaches ask questions, and listen more than than organize a formal meeting, you could talk to
they talk. your team member over a cup of coffee in your
break room, or during lunch, instead.
If you find yourself using the words “I think…” during
a coaching session, you may need to re-examine The goal here is to be relaxed, while remaining
your approach. professional.

ACTION
Consider what you’ve learned about informal coaching sessions, and then check in with your team
members on the “shop floor.” (Read our article, Management by Wandering Around, if you are
concerned about how to do this without appearing to interfere or “spy on” your team.) Then, answer
the questions below.

1. How did you initiate the conversation?

2. How did you know that the person would benefit from an informal coaching session? What were the clues?

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 3. Was your team member receptive to you?

4. What do you think you did well?

5. What could you have done better?

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ACTION
Think about what excites you the most about coaching your team members. What do you think is your
biggest challenge? And how will you overcome it? Write down your answers in the box, below.

2.4. Drawing This Together

In this chapter, we discussed how to coach an
individual member of your team. We outlined
several models to guide your approach, and found
out how to get your coaching relationships off to
a great start. We also explored building trust and
rapport with your team members.

The next chapter focuses on how to coach a team.

We’ll look at how group coaching works, and
examine several models and processes that you
can use to do it.

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3. Coaching Teams

It’s not easy to get a team to work to its full potential.

Conflicts, power struggles and miscommunication
can cause a group to start, stumble and stop.

When your people aren’t working together as

effectively as they could, team coaching can help.
Instead of focusing on individual development,
your attention with group coaching is on improving
relationships and interactions within the team as
a whole.

Team coaching is useful in many situations. For

example, it can help people to:
• Work through interpersonal conflicts.
• Understand their roles within the group.
• Improve relationships.
• Understand team goals.

You can coach your people at a specific place and

time – at a team-building event, for example – or
you can do it spontaneously.

In this chapter, we discuss some of the causes of

conflict within teams, and the tools that you can
use to resolve it. We also examine the importance
of defining your expectations, and how to manage
clashes of values in cross-functional teams.

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3.1. Understanding Team Dynamics
Before you start your group coaching session, It can also help if each team member understands
you need to know how your people relate to one her “role” within the group, and whether it’s Action
another. Oriented, People Oriented or Thought Oriented.
The nine specific roles that underpin team success
Each person has a unique personality and way of were identified in the 1970s by Dr Meredith Belbin,
communicating. But, when people are in a group, and you can learn about them in our article, Belbin’s
they have to work closely with one another. Their Team Roles.
different styles can cause frustration and conflict,
which may prevent them from working together
effectively.

By understanding team dynamics, you can help

people to recognize how they relate to one another,
and to identify ways to improve their relationships.

Recognizing Unique Personalities

Personality tests such as Myers-Briggs®, the Big
Five Personality Traits Model, and The DiSC Model
can help you and your team members to learn more
about how you prefer to communicate and process
information.

If your team members agree to take these tests, and

to share the results, they may learn to understand
one another better, and that it’s OK for individuals
to have different preferences. This can enable them
to work together more effectively.

Let’s look at an example. Patrick is detail-oriented,

and enjoys compiling facts and doing research.
This sometimes annoys his colleagues, because
they think he can be too slow to finish his work.
But, when they realize the benefit that the team
gets from his attention to detail, they begin to
see it as a strength rather than a weakness.

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ACTION
Ask your team members to identify their strengths in relation to the team as a whole. Then, read about
Belbin’s team roles and pick the role that you think each team member plays within your group. List
them in the table, below.

Team Member Strengths Role

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

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Another useful technique for matching and This highlights the importance of defining
balancing team roles and individual preferences your expectations regarding behavior and
is the Margerison-McCann Team Management communication. In our example, you would tell
Profile. This tool is similar to Belbin’s Team Roles, Rudi that he needs to give clearer guidance to
and is based on the same principles: that people the group, and to speak up when he knows that
have different strengths, and that a well-balanced things are going wrong.
team includes a variety of preference types.
You can set out your expectations in a team charter.
This is a document that defines the behavior and
3.2. Defining Your communication “rules” that everyone in the group
is expected to follow and support.
Expectations
If a written charter isn’t appropriate, you can discuss
When your team members understand one and agree acceptable standards of behavior for
another better, they will likely work together more different situations with your team members. For
effectively. But they may also benefit from a set of example, you might talk about how to manage
ground rules that guides the way that they behave conflict, and what to do if someone isn’t pulling
and communicate. her weight.

​ or instance, let’s say that Rudi finds high-energy

F
meetings exhausting and intimidating. He’s also the ACTION
technical expert. The group needs to know when
Prepare a team charter by answering the
it’s veering off course, and Rudi’s input is crucial.
questions below and on the next page.
But, it’s difficult for him to speak up against the
group. In the past, he has stayed silent when he
could have raised the alarm, and this has damaged
the team’s reputation.

1. What are your team’s mission and objectives? What is your most important goal?

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 2. What is each person’s role on your team? What is his unique expertise or skill?

3. Who is the team leader?

4. What kind of behavior do you expect from your people? What will you not tolerate? Outline your
expectations, below.

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 5. List each person’s responsibilities and what he is expected to deliver, below:

Name Responsibility Outcome Priority

1.

2.

3.

4.

5.

6. Give each responsibility listed above a score between one and five, with one as the highest priority and
five as the lowest.

7. What power does your team have on its own? What does it need permission to do? Write this below.

8. What is your team’s budget? What do you do if you need additional funds? Write this process, below.

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 9. What resources and support are available to your team?

ACTION
When you have completed your team charter,
give everyone a copy and schedule a meeting to
talk about its contents. Ask for your team’s input,
and write down these ideas in the box, below.

Team Members’ Feedback

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3.3. Evaluating Rewards and Recognition
At times, people in your team might have Here’s another example: in a cross-functional team,
competing priorities, and this can lead to serious each member has goals and priorities within the
dysfunction within the group. group, as well as from their “home” departments.
Conflict can arise if these objectives are at odds.
For instance, your organization might promote
teamwork but reward individual performance. As a manager, it’s important to identify any
So, what happens when some people put their competing values or goals in your team, and to
personal goals before those of the team, to get address them before they cause problems.
recognition or a bonus?

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ACTION
Answer the questions below to determine whether your team is facing any competing priorities.

1. Look at how your organization recognizes and rewards good performance. Does the system clash with the
goals and objectives of your own team? If so, how can you resolve this conflict?

2. If you’re leading a cross-functional team, look at the reward system within each department. Are there
any conflicts?

3. Make a list of your team goals, as well as each person’s objectives. Are they aligned? If not, where is
the mismatch?

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3.4. Team Coaching Processes
There are various models that you can use when 2. The PRACTICE Model of Coaching
you coach a group, and some of the models that
we outlined in Chapter 2 can also apply to team The PRACTICE Model of Coaching was published
coaching. Here are some further suggestions: by psychologist Stephen Palmer in 2008, and
is based on an earlier approach developed by
1. The POSITIVE Model of Coaching Barbara Wasik.

The POSITIVE Model of Coaching was developed You can use this simple framework to enable
by Vincenzo Libri in 2004. You can use it to your team to identify a problem, and to decide on
establish highly motivating goals for your team. a solution. The seven steps are:
1. Identify a Problem.
The model has eight steps:
2. Develop Realistic and relevant goals.
• Purpose – Decide what you want to achieve.
3. Generate Alternative solutions.
What is your goal?
4. Consider the consequences.
• Observations – Think about your situation.
What is going well? What isn’t? 5. Target the most feasible solution.
• SMART – Set a SMART goal (Specific, 6. Implement your Chosen solution.
Measurable, Attainable, Relevant, and 7. Evaluate.
Time Bound).
The biggest advantage of this model is that it’s
• Insight – Consider your goal. Are you excited
solution-focused. Unlike the POSITIVE Model, it’s
about it? Is it challenging?
best for dealing with specific problems.
• Team – Look at the people around you. Who
else will support you in achieving your goal?
• Initiate – When will you start to work on your
goal? How will you begin? How long will you TIP
spend on it each week? Use the PRACTICE model next time your team
• Value – Break the goal down into smaller steps has a particular issue or problem that you want
and quick wins. How will the team celebrate to address.
success?
• Encourage – Meet your team members
regularly to encourage them, and to address
any difficulties that they encounter.

Use the POSITIVE Model when your team needs

to stay motivated to achieve long-term goals. Note,
however, that the framework is less effective for
dealing with issues such as interpersonal conflicts.

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ACTION
What issues do you have with your team that you could resolve with coaching? How could it help?
Write down your ideas, below.

Issue Resolution

1.

2.

3.

4.

5.

6.

7.

8.

3.5. Drawing This Together

In this chapter, we learned how coaching can can be helpful to plan a group coaching session,
enable your team to perform to its full potential. don’t forget to take advantage of “on the fly”
Team coaching concentrates on interactions conversations at the end of a team meeting, or
and relationships that help people to work better during a group lunch, for example.
together, rather than on individual development.
The next chapter focuses on another good use
Keep in mind that coaching is really nothing for many of the skills and techniques that you’ve
more than a focused conversation. And, while it learned so far – coaching yourself!

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4. Coaching Yourself

A coach’s role is to solve problems, identify goals and

put action plans into place. Once you’ve learned to
use these skills, you can apply them to yourself, too.
As we’ve seen, the coaching process can boost
your team members’ confidence, build their self-
awareness, and help to keep them motivated. So
why stop there?

Using the skills you’ve learned to coach yourself is

a great way to “practice what you preach” with your
team. And, as a role model, your people will be
inspired to achieve their goals when they see you
fulfilling yours.

4.1. Identifying Your

Strengths and Weaknesses
Before you begin any journey, you need to know
your starting point. It’s the same with coaching.
When you begin to coach yourself, you have to
understand your strengths and weaknesses.

When you know what you’re good at, you can use
those strengths to achieve your goals. And when
you identify your weakest areas, you can come
up with strategies to address them, or to minimize
their impact.

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ACTION
Perform a Personal SWOT Analysis. List your biggest strengths and weaknesses in the table, below.

My Strengths My Weaknesses

1.

2.

3.

4.2. The GROW Model

In Chapter 2, we discussed how to use The GROW Step 2: Identify Your Current Reality
Model in one-on-one coaching sessions. But you
can use it to coach yourself, too. Next, look at your situation. This is your starting
point. Examine the factors that might help or hinder
The GROW Model can help you to identify a goal your progress toward this goal.
and to decide on a plan of action to achieve it. If
you use this model, be sure to set aside time each Step 3: Explore the Options
week to “check in” with yourself and assess your
progress. Now, you need to think about how you will
reach your goal. Identify as many different ways
Step 1: Identify Your Goal as possible to do so.

Your first step is to identify the goal that you want to Step 4: Establish the Will
achieve. This could be a behavior that you want to
change, or a new skill that you want to develop. Create a strategy to achieve your goal. Having
a plan of action will boost your confidence and
Make sure your goal is SMART: Specific, Measurable, motivation. Check your progress regularly.
Attainable, Relevant, and Time-Bound.

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ACTION
Use the table, below, to work through each step in the GROW Model.

Identify Your Goal

Decide on a SMART goal that you’d like to achieve.

Goal:

Identify Your Current Reality

What is happening right now? How does your situation affect you achieving your goal?

Have you already taken steps toward this goal? If so, what happened?

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 Does the goal conflict with any of your other objectives?

Explore the Options

What can you do to achieve your goal? How can you utilize your strengths? List your ideas, below.

What are the advantages and disadvantages of each option?

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 Which option seems best? Why?

What obstacles do you face? How might your weaknesses hinder your progress? What can you do to
address them?

What do you need to start doing to achieve your goal?

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 What do you need to stop doing to achieve your goal?

Establish the Will

What is your first step? When will you start?

Once you begin, what could hinder your progress? What will you do to overcome it?

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 How will you review your progress? And how often?

What will you do to make sure that you stay on track?

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5. Your Coaching Action Plan

You’ve covered a lot of ground in this toolkit – well

done! But what practical difference will it make to
you and your team?

We’ve seen that coaching can vary from a quick But, in all cases, you’ll need to be able and willing
exchange in the moment, through regular one-on- to give it the time and thought it deserves.
ones, or a substantial series of team sessions.

So, think back to the Introduction and complete the following sentences.

Coaching excites me because…

I could personally gain…

It’s worthwhile investing time and energy in coaching my team, because…

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You’ll likely need to make some changes to your
day-to-day schedule, to help you to find time for
coaching. So, be honest with yourself about your
situation and complete the following sentences.

I need to give more time to coaching my people, so the habit or process that I need to stop or change
first, is…

The blockers to change that I might have to deal with are…

and my first step to tackling them is to...

I need the support of…

to make and sustain these changes, so I’m going to discuss this with him or her by...

The Mind Tools Time Management resource(s) that might help me the most is/are…

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In Chapter 1, we focused on the key skills that make
a great coach. Summarize your findings and actions
by completing the following sentences.

Listening well is crucial to good coaching. My strongest skill in this area is…

I’ll develop my active listening, empathic listening, or mindful listening by applying these top two tips in my
next one-on-one…

and...

When I notice myself making an assumption about what my coachee means, I’ll…

I’ll add new, non-leading questions to my usual list, including…

and...

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 Sometimes I find my coachees’ emotions difficult to deal with. When they express…

or…

I feel…

And my own preoccupations or mood can get in the way of an open conversation. I’m often thinking about/
feeling…

So, I’ll start managing such situations better by…

My coaching will be more effective if my coachees trust me. I can help to build trust by…

My particular strengths at work are...

and…

I can apply these to my coaching by…

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You’ll make best use of your and your coachee’s
valuable time if you follow a structured approach.
So, compare the three coaching models described
in Chapter 2 and consider which you could apply
first, and how.

I plan to use the... model one-on-one with...

because…

I’ll need to prepare by…

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Whichever model you apply, be careful to build
rapport as well as trust, and to help your coachee
to feel at ease before you start.

I can show my coachee that I have his or her best interests in mind by…

I will demonstrate my integrity and humility as a coach by…

Tips from successful coaches in my organization that I’d feel comfortable applying include...

and…

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Remember that you can also coach informally, members’ workload and their preferred learning
day to day, as the need arises. But your success styles, as well as being sensitive to the wider
will depend on your awareness of your team working environment and culture.

I’ll avoid being isolated from life on the shop floor by…

I can improve my judgment about when to intervene by…

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Most people think of coaching as an exclusive,
one-on-one activity, but you can apply it to groups
too, as we saw in Chapter 3.

I plan to use coaching with this team/group...

to help it to work on this topic or issue…

I’ll prepare by finding out about team members’ personality styles using the following model or test...

and by helping people to appreciate one another’s strengths and preferences.

Together, we’ll draw up a team charter so that we can work effectively toward a common goal. The steps that
we’ll follow are…

I will discuss conflicting priorities with…

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As with one-on-one coaching, a formal structure
can help to keep your team coaching on track.

I plan to try out the POSITIVE model at this upcoming meeting...

and the PRACTICE model in this session…

Helping people to explore their ideas, goals, to do this if you are to be a good role model. When
strengths, and weaknesses will likely inspire you you’ve looked back at Chapter 4, record your
to think about your own situation, too. In fact, you’ll initial findings and decisions, below.
need to demonstrate that you’re willing and able

My SWOT analysis highlighted...

As a result, I will…

The goal I’m working toward using GROW is...

and my first action is…

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Finally, come back to this workbook in a month’s
time and write down what difference you’ve seen
in your and your team’s performance following
your coaching. Then, review your plan and put the
rest of it into action!

I’ve set myself a reminder to look back at this toolkit on...

Changes that I’ve seen in myself and my work include…

Changes that I’ve seen in my team’s behavior and performance include…

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6. What’s Next?

Now that you’ve reached the end of this

toolkit, you’re well on your way to becoming
an effective coach. Congratulations!
We’ve outlined the key skills that you need to coach individuals, your team, and yourself.
But it’s important that you continue to practice what you’ve learned in the weeks and
months to come. This is the only way for you to reach your full potential as a coach.
Remember, the more coaching you do, the better you’ll get!

And, don’t forget that you can get individual help and support from Mind Tools’ own
professional coaches, and from other members of the Mind Tools Club, in our forums.
And you can share your experiences more widely when you follow Mind Tools on
Facebook, Twitter, Instagram, and LinkedIn.

If you have any suggestions for how we can improve our resources, please let us know
at [email protected].

I hope that you enjoy applying what you’ve learned in this toolkit, and that the skills
you’ve developed continue to help you and your team to accomplish your goals.
Coaching can be very fulfilling. Enjoy it!

Best wishes,

James Manktelow,
CEO, MindTools.com

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