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Don t Tell People What to Do 127
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ing it away, you are not growing people And if you are not growing people, then what the heck are you doing here anyway Remember: If in doubt, always push decision making down to the lowest possible level, which you can do by mastering these two powerful phrases: 1 What are you going to do about that 2 What do you think
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Lead Like a Coach, Not a Cop
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The second antidote is to lead like a coach, not a cop Unfortunately, many leaders have not mastered this art because they perceive that granting power to their team members will reduce their own power My own experience as well as that of my clients has demonstrated just the opposite Giving power to others not only multiplies your own power, but it also (in the long run) enhances your ability to be a highly contrarian leader (CL) Before I talk about how to do this, a quick explanation of coaching is in order Coaching is a system that grows people by enabling them to learn through guided discovery and hands-on experience The important element in this de nition is that learning occurs through guided discovery, not by showing or telling people what to do Implicit in this de nition is that effective coaches have three major responsibilities: Guiding people to discover the tools they need to get the job done Building con dence Helping the coachee to be the best he can be Building con dence and keeping team members motivated are important aspects of leading Some people will take on additional responsibilities with open arms No problem there But what about those who are always running away from additional responsibility Well, you must make very clear what s in it for them and then reward any degree of success (Remember: All of us listen to our favorite radio station, WIIFM What s in it for me) Some employees are afraid of taking on anything new because they are not sure of their own capabilities Here you must engage them in
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128 Don t Oil the Squeaky Wheel
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incremental learning by letting them experience success through the completion of easily attainable baby steps In addition, you should point out where and when they have succeeded in the past Then you must express con dence in their capabilities by saying, for example, I know you can provide leadership to this team Remember how well you did last month when you headed up the compensation review project In yet other cases you may provide team members with informal or formal training before they are ready to assume the additional responsibility
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How to Coach
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Step 1 Agree on the Project or Assignment
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This is where you and your coachee agree on the speci cs of what she is going to be responsible for These steps, by the way, assume that this project represents an area of strength for you in other words, you know how to do it in your sleep and an area of weakness for your coachee something that would enhance her competence and, once mastered, would take a load off your shoulders Of course, many leaders hesitate to provide this type of coaching because, according to them, they lack the time Deep down they are really afraid that they will coach themselves right out of a job (How do you feel about that ) Nothing, of course, could be further from the truth
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Step 2 Mutually Identify the Goals and Outcomes Expected
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I call this de ning a good job So often things don t go the way you expect because your coachee didn t really understand the outcomes you wanted to achieve in the rst place When you are done with this step, both of you should be very clear about the when, where, what, who, and how Let me emphasize that you always should set high expectations because that will help determine how successful your team members will become The reason is that in the long run you get the type and quality of performance you expect, measure, and accept (Darn, this stuff is complicated, isn t it ) This is especially true because research tells us that approximately three out of four employees are performing well below their maximum potential
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