When the 3 conditions above are present the chances are good that a team will perform its work well and build the competence of the team to achieve high performance, contributing to the well being of the team members and organization.
The power of coaching questions is that they allow the manager to listen to the response, and really understand how and what the person is thinking.
If you are finding that people don’t know how to do what they are supposed to do & they went through training & development. Evaluate the training they received to ensure that it matches what they are supposed to do.
Using personality or behavior assessments (DiSC, MBTI, Big 5, etc.) continually reinforces the false belief that people are the problem and they are not good enough being who they are.
Most managers know how damaging KITA kick in the ass management can be. And, they had a tough time thinking of alternative ways to reinforce what people should be doing.
The hope is that when you can focus on the exceptions what is happening when the problem is absent you will identify and strengthen the solution – what you want to have happen.
In moments of confusion and stress, with work and family, having a system to follow is useful.
We think that “deep” responses come from “deep” questions, not true. Responses can be at the proper depth that the person answering the question feels is necessary, it has very little to do with the question.
If people do not feel that they have some upward influence on their manager over time they will stop supplying advice or feedback.
Developing steps to identify what you want to happen, as opposed to what you don’t want to happen can seem to simple. And, if we begin to identify what we want to have happen, using language that describes the solution – a different use of the language is created within teams.