Line coaching

‘Today’s leaders must be partners with their people; they no longer can lead solely based on positional power.’ (Ken Blanchard)

I can tell by the looks on their faces in training workshops. ‘What if a person comes up with the wrong answer?’ ‘What if I know of a better solution?’ ‘Wouldn’t it be quicker to just tell them?’ Such questions test the perceived limits, validity and usefulness of coaching and action learning (a form of small group coaching) for leaders and line-managers. Behind it all, lays a tension of how to empower people to make their own decisions whilst also keeping a tight hold of the reins of authority, especially in roles and environments where time pressures to deliver are high or the risks are great if someone makes a mistake.

That’s entirely understandable. After all, as a leader or line-manager, I remain accountable for the outcome of my team members’ work, even if they are responsible for doing the work itself. I have a vested interest in the outcome of team members’ decisions and actions, and that’s very different to the relative freedom of a more detached or independent coach or facilitator. So what potential is there to use a coaching approach in a way that acknowledges and respects those realities, yet without undermining the potential benefits of enabling others to think critically, make wise and creative choices and do things themselves?

One answer lays in reaching explicit clarity and agreement on what is delegated and, equally as importantly, what isn’t. (Another way of framing this is in terms of what is negotiable, and what isn’t). This helps establish focus and boundaries, a facilitating structure for both parties.

When it comes to decision-making, we can clarify and agree up front which of these applies, e.g. I’ll decide; We’ll discuss and I’ll decide; We’ll discuss and we’ll decide; We’ll discuss and you’ll decide; You’ll decide and ask me if you need help. Or, when delegating a task: I don’t mind what you end up with as long as it will serve X purpose; What you end up with must meet X criteria – you decide what best does this; You must end up with X – how you do it is up to you; You must go about it X way – you sort out the details. I can then use coaching or action learning to help team members navigate whatever lays within the scope of their authority.