Can coaching really change the behavior of managers? The answer to this question is yes. However, it is also necessary to add that it requires the following basic steps. Marshall Goldsmith - world-renowned coach of senior executives, speaker and author of popular books on personal development - described these steps in an interesting article and video on humancapitalleague.com. "When these steps are followed, leaders almost always achieve positive, measurable results in changed behavior," he said. So let's summarize what a coach should do.
1. Make it clear what to change
Involve the leader being coached in the discussions and decision-making about how he should behave in his role. He should get a clear idea of the behavior you are trying to achieve together.
2. Involve other stakeholders
Not only the leader should be involved, but but also his superiors and other key people he regularly works with. They need to be aware of what changes they should see in his behavior. They should agree on what the expected outcome should be, and on specific measurable indicators.
3. Choose one or two areas for change
Agree on one or two key areas for behavioral change. This is very important, because everything else depends on this agreement. The coachee's superior should not come in after a year and say that something else should have been changed.
4. Collect feedback
Communicate with all the key stakeholders and ask for their feedback. Any changes in behavior can't be achieved without evaluation according to pre-specified criteria.
5. Involve the coachee in the process of evaluation
In order to change his behavior, the leader being coached should regularly, personally talk with the key stakeholders and listen to their recommendations for further improvement. It is important for him not to judge the recommendations or become confrontational. It should be a positive interview, the aim of which is to help. During a six-month period of coaching, two to three surveys on the coachee's progress should be organized.
6. Assist with an action plan
Ask the coachee to prepare a plan of what he wants to do based on his initial discussions with you and the other stakeholders. You should not be the one who creates the plan. Then review the plan together and agree on how you will proceed.
7. Evaluate the results and continue
After six moths of coaching, evaluate his progress based on feedback. Then continue for another 12 to 18 months according to what worked best. Clarify further areas for improvement and, again, inform the coachee's superiors and other stakeholders.
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