What are the challenges and opportunities of coaching leaders in a virtual or hybrid work environment?

Virtual coaching styles is all based about making it more lively and being in control at the same time. To carry every clients along at the same time. Challenges: time difference, network glitch on the part of coach or some clients, late response for assessment, repetition and often recaps for quality assurance purpose. Opportunities: You can coach larger amount of clients at a go from anywhere around the world by simply connecting. There are apps that will aid text, image, voice & video calls, poll, survey and feedbacks. The pressure of driving and locating venue would be eliminated which saves time and large amount of resources.

Building rapport and trust virtually can be a challenge, so sharing personal stories or experiences during coaching sessions can help create a connection. Encouraging active participation and engagement in virtual coaching sessions is crucial. eg, using interactive tools like polls or breakout rooms can keep clients engaged. Setting clear goals and expectations upfront is essential in a virtual or hybrid setting to ensure alignment and accountability. Providing ongoing support and feedback through virtual channels can help leaders stay motivated and on track with their development goals. Leveraging technology to track progress and measure outcomes can provide valuable insights for both the coach and the leader.

Being remote at times definitely helps with experimenting with different channels and test what works. I have used voice notes more often recently and it works quite well with coachess for "on the spot" type advice. The key is to still protect time for deep reflection, be it virtual or face to face. In terms of the interventions, having some tools to check-in, short polls, surveys or games help but it depends on it is received by the coachee. Test a few options with them, to suit their needs, preferences and ways of working.

Consider the communication channel. Text, voice, video call, or in-person? Each of these channels has its pros and cons. Most people have their preferences. Sometimes the generational tendencies hold true, but not always. The important thing is to always consider the channel. For example: If your coachee is having trouble or things are feeling out of sync in their work with a teammate, encourage them to try switching to a different communication channel. Hint: If 1:1 video or in-person hasn't been tried yet, start with that. Or try a voice call, no matter how much they tend to resist (so do I). The more "human" the channel the better, for getting in sync. I've seen this principle destroy relationships when not followed.

Emphasizing a well-designed alliance is paramount in 1-on-1 coaching, particularly in a virtual or hybrid environment. It's vital to have an in-depth dialogue about how you and your client will collaborate, clearly defining expectations, roles, and responsibilities from both sides. This conversation should cover communication preferences, scheduling, feedback mechanisms, and confidentiality agreements. Establishing mutual trust and understanding from the outset ensures a solid foundation for the coaching relationship, enabling both coach and client to navigate the digital landscape effectively and meet the set goals with a shared vision and commitment.

To get a better sense of the coachee in a virtual environment, put some energy and time into the check-in at the beginning of each intervention. Not a simple "How are you" but a couple of precise questions, asking them to expand more, so that you immediately get a better sense of how they are turning up. It also helps build more rapport over time. You can start by answering the questions yourself the first time round, to show them the level of details you are willing to share with them. They are likely to follow your lead. This will create psychological safety overtime, a cornerstone of any coaching conversation.

Use mini-agreements. This is one of the most overlooked ways to build trust in any conversation. What does that look like? Let's say you have a conversation, even remotely, with a team member and you have a set agenda, some topics that you have to bring to them. A mini-agreement will turn this potentially one-sided conversation into a dialogue and partnership by saying, for example, "Hey, we have these three things on the agenda here today that we must cover. What are your thoughts? What would you like to start with?" That simple act of inviting the other party to contribute to running the meeting makes them lean in and become part of it rather than just a recipient. It's a powerful signal. Again, there are no small things.

In a 1-on-1 coaching context, building trust and rapport in virtual or hybrid environments requires a tailored approach. Regular, non-agenda check-ins can recreate the casual interactions of in-person settings, focusing on the client's well-being or life updates to foster empathy and connection. Personalizing communication methods to suit the client's preferences, whether through video, audio calls, or messaging, enhances closeness and understanding. Demonstrating flexibility and attentiveness to the client's needs reinforces a trusting coaching relationship essential for effective 1-on-1 coaching.

Trust is fundamental because online coaching takes away a lot of your control. You have to be mindful of that as well and agree with your client that they also make an effort to be in a comfortable space without distraction. Even if you are Forbes best global executive coach, if you are coaching online and your client is constantly distracted or in a noisy area not paying attention - the impact of your session will be less optimal.

Trust and rapport serve as the cornerstone of any fruitful coaching relationship, and in the digital age, their significance amplifies. Take deliberate steps to cultivate trust, leveraging technology to bridge distances and forge meaningful connections. By actively listening, offering genuine support, and demonstrating unwavering commitment, you empower leaders to navigate uncertainties with confidence, fostering bonds that transcend virtual barriers and inspire greatness.

All coaching sessions whether face to afce or virtual should have a focus on what is relevant to the coachee. This could be a skills focus for example where you hone in on a particular skill and coach to that. In any Leadership and Executive Coaching I do we always weave in a strengths analysis, goal setting, strategic vision and EQ, motivational mapping and much more.

The coaching approach does not necessarily in a sense that you have to find a way to identifiy and address their main challenges. Yes, the hybrid and remote aspect of things can add a layer of complexity, which should become apparent through the open-ended questions, and reflecting on specific situations. If you are worried about how they may deal with this work setting, you can initiate some open-ended questions relating to this topic specifically.

Ask about their UNIQUE challenges. So simple, but mostly overlooked. I have been teaching coaching skills to leaders for years, and when I ask leaders to go into a conversation with a team member to help them, what most leaders do is they hear the problem and then they jump right into helping with their own resources by solving, giving advice, and so forth. There's one crucial step missing though, and that is one particular question, that is, "what is the most important challenge in that for you?" And once we hear the team member, we ask, "And what else?" And after that, we summarize what we heard, because only then we actually know what we need to work on and what the essentials are, otherwise, it's just an assumption on our part.

Most of the coaching I do is done virtually. This has allowed me to work with a wide variety of people through the US and internationally. Although there are obvious cultural nuances that must be considered, there is consistent common ground in the questions, challenges, and opportunities they're wrestling with. Approaching all clients with curiosity is essential. Support via questions, goal clarification with the identification of options, action plans, potential roadblocks, etc. is just as feasible virtually as it is in person. In fact, a virtual environment can be advantageous as there are often fewer distractions.

I like to organize my coaching sessions as an experience: 1. Preparation 2. Coaching 3. Follow-Up This structure helps reduce the unknown and thus decreases any level of anxiety, because they know what to expect. This structure helps both my clients and myself make the most out of our time together. Most of the learnings and understanding happen after the coaching sessions, when clients reflect and practice implementing the learnings in their day to day life.

Coaching leaders involves navigating both challenges and opportunities. Challenges include maintaining connection, work-life balance, and team engagement. Conversely, opportunities lie in increased flexibility, expanded networks, and new skill acquisition. Supporting leaders' well-being is paramount. This involves: encouraging leaders to recognize their achievements, helping them tackle obstacles, fostering a supportive network, and promoting healthy routines like breaks and exercise. By focusing on these aspects, coaches can empower leaders to thrive in these settings, leveraging the unique benefits while effectively managing the inherent challenges.

Make sure you have 'humour moments' planned. The best way you put people on ease is to make them laugh. This releases their dopamine hormones, reduces their stress and makes them more receptive and less defensive. The more positive emotions they feel, the less negative emotions they harbour and the higher levels of well-being they experience in the time with you. Adjust your levels of humour though, I always test the ground first to see if my Dutch humour is having the desired outcome before I turn it up a notch :)

The well-being of leaders is a non-negotiable cornerstone of sustainable success in any work environment, virtual or otherwise. Acknowledge the unique challenges they face in balancing professional demands with personal well-being, and champion self-care as a strategic imperative, not a luxury. As a coach, foster a culture of holistic wellness, empowering leaders to nurture their mental, physical, and emotional health, thereby igniting a ripple effect of resilience and vitality across their teams.

As a coach navigating the virtual or hybrid landscape, recognize that your own learning journey is an invaluable asset. Embrace curiosity and a growth mindset, seizing every opportunity to expand your toolkit and refine your craft. By continuously evolving and staying abreast of emerging trends and best practices, you position yourself as a beacon of inspiration and expertise, equipping leaders with the insights and strategies needed to thrive amidst evolving landscapes.

Coaching is one of the few things that seems to work well in a virtual environment. The one thing to consider is this - Coaching conversations are meant to take place in a space where the client has a sense of psycho-social safety. It is a good idea to start by checking with the client if they are in a space which will allow them to speak openly and comfortably.

You may want to consider bringing up with them some of the main challenges that hybrid and remote leaders face, from your experience. For instance, building trust, mitigating proximity bias or focus on outputs before inputs.

As leaders adjust to hybrid and remote work setups, it's really important for them to stay in touch with their teams. That means keeping communication lines open, making sure everyone's in the loop, and being aware of how everyone's doing. With younger workers possibly feeling isolated, it's crucial to include them and keep them informed about what's going on within the team.

When you are coaching a leader online, there is often another meeting coming up right after yours. So your client might not be as present as in an in person session. In spite of this, DO resist the temptation to lead the conversation and jump to conclusions. Assumptions and judgments are the coaches worst enemies. As with an in person session, do make sure you are tuned in and listen actively, meaning you keep your mouth shut in order to give your client space for reflexion. Remember, the less you talk as a coach, the more your client has to work, and that is how it should be. Even if this means covering little ground in the session, your client will have the feeling of a better outcome than if you lead them to an action plan.

When working with coaching clients in the 'real world' I will often encourage them to use the commute to our meeting as a place to reflect and ponder on their intentions for the session and to 'digest' what we've spoken about after the session. I like to meet my clients in different environments, often outdoors for a hike when suitable as a means of changing the environment, walking shoulder to shoulder and getting some exercise and nature alongside the session. This often opens up creativity followed by the drive home in which I encourage the client to allow space for themselves to reflect on insights that have emerged. When coaching clients online it can be more challenging to have them allow that space for themselves after the call.