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If youre a leader or a manager, you probably wear a lot of hats. Youre a project manager, delegator, spokesperson, and most importantly, a coach. But the problem is that no one ever tells you how to be an effective coach, or even what that means. Are you supposed to act like a sports coach? A therapist? Perform some bizarre (and arcane) HR ritual?
The answer is none of the above. In fact, its about making one tiny change to your behavior, one that will bring a significant impact. Being a coach is about being more curious, and being slow to give advice and take action.
Now, Im not saying that that coaching never involves giving advice. At times, your job is to provide an answer. If the buildings burning downfor exampleyou dont want to have a conversation about how people are feeling about the smell of smoke.
But the truth is, most of us are advice-giving maniacs. We dont listen as much as we should. Think about the last time someone talked to you about a complex issue. Did you listen intently? Chances are, after about three sentences, you formed some initial thoughts, and you probably jumped in to voice them.
Its a simple concept to understand, yet its difficult to implement. According to a2015 survey, on average GPs interrupt their patients after 18 seconds. I wouldnt bet on managers doing much better.
Being curious involves asking questionsand they dont have to be complicated ones. Start with, And what else?
Yes, its hardly the probing, introspective coaching question you expect. But it works really well.
It is based on the understanding that the first answer someone gives is never their only answer, and its rarely their best. Far too many of us spring into action before weve uncovered the truth. We dont probe a little further to dig beyond their half-baked thought or the first thing thats come to their minds. And what else? allow us to push a little deeper.
This question works so well is that its a self-management tool. You know you have an ingrained habit of leaping in with advice, solutions, opinions, and ideas. We all do. And what else? is one of the most effective ways of taming your inner advice monster and staying curious a little bit longer.
This question is powerful because its almost always usable. You can generally get more bang for your buck by following up with And what else?
Of course, tone matters. You can ask this question from a place of boredom, frustration, disinterest, or disdain, and its unlikely to be effective. But when you ask from a place of genuine curiosity, the other person wont even register that its a question. They might not even click that youve asked this before.
If you feel like you need to move things forward or end the conversation, ask them, is there anything else? This indicates that youre prepared to end the discussion, but youre giving room for anything important that they might still want to bring up. Its an emotionally intelligent way to send a signal that youre about to close the conversation.
Coaching is an essential leadership behavior. Curiosity is the driving force in being more coach-like. Questions fuel curiosity. If youre looking for just one question to add right now to your leadership repertoire, And what else? might be it. Remember, as a leader or manager, your job is not to have all the answersbut to guide your employees to come up with the right ones.
Michael Bungay Stanier is the author ofThe Coaching Habitand the founder of Box of Crayons. Box of Crayons works with Fortune 500 companies that believe coaching is an essential leadership behavior.