L&D teams are busy reaching out to their functional leaders reviewing 2018 programmes
and co-creating the shape of their 2019 capability priorities and plans. Our findings show that all too often the review discussion goes along the lines of “disappointing versus expectations” and the default is to reach for the crutch of more “10”. Perhaps the number one priority should be equipping the leader to fulfil their role as a great coach in the 70:20:10 journey and embed the learning to become a new habit.
Why enlightened leaders embrace the 20% … They see, feel and experience:
The increased effectiveness of learning:
- The time to on-the-job competency is reduced by up to 50%.
A step-up in personal performance
- Employee’s performance improves by 20% when effective functional coaching takes place.
It creates possibilities
- For both the individual and the organisation to reach and apply their potential leading to a reduction in talent attrition by c. 30%.
Their time being released
- Leaders say that counter-intuitively they get up to 60 minutes back in their day as people become more self sufficient.
Improved business results
- Organisations with leaders who coach effectively and frequently improve results by 21%.
They are the unsung heroes and heroines of business who see in you what you can’t see yourself and take you where you can’t take yourself.
They exhibit “8 Great” traits:
- Ask searching questions: great questions lead to great answers, which lead to great conversations and enable the coaching process.
- Meet people on their level: people respond positively to different coaching styles so they tailor and flex styles accordingly.
- Take a selfless approach: coaches are motivated by the success of others and so focus outwardly, putting their team front and centre.
- Guide timely conversations: utilise their communication skills and emotional intelligence to initiate conversations at moments that matter so that people more easily learn and grow by uncovering answers for themselves.
- Actively listen: coaches stay in the moment, listen generously and respond having engaged their head before their mouth.
- Reinforce effective listening skills: feedback needs to be heard and understood so great coaches know how to ask follow-up and clarifying questions.
- Lead by example: they set the standards, they lead the change they want to see in others.
- Regularly take a brave pill: coaches face their own fears to step out of their own comfort zone to develop themselves and embrace the unknown world.
Leaders that coach optimise the organisation’s most valuable resource – its people.
