How can you balance speed and thoroughness in problem-solving as a Leadership Development Coach?

Understanding the issue at a deeper than surface level is key to next steps. The reason for the challenge can be - biological/physical - emotional - psychological in terms of mindset and patterns - historical. Poor habits and learnt behaviours for example. - need for exposure and new information - need to be upskilled and mentored Once you know the combination of the issue, coaching becomes simpler as both coach and coachee know what is needed. Understanding the learning style of the coachee also helps me in better partnering.

Taking the time to discuss the concerns of the client is vital to defining the problem clearly. It is during this time of discussion that it is often revealed that the problem is not what originally thought. Sometimes the initial "problem" is a side effect of the root problem leading to the concerns of the client.

A good leadership coach starts looking at ways to frame the problem. It's useful to see when the problem occurred, how to replicate the problem, why the problem persists, and sometimes, why the problem is favored. By studying this, you can understand the problem first and its context.

Option creation is based on different models of thinking. Consider the level that the problem that is being created. Is it a behavior or skill? This is easily solved through coaching and guidance. Is it a conflicting belief or value? This is better handled through conversation, reflection and alignment. In most cases, what is done for the former will not work for the latter.

During this time of assessment it is imperative to include as many perspectives as possible. Do not let personal bias cloud the decision process.

The GROW model is less helpful because it is part of the coversation that a coach has to chart a path forward. The extended model is "GROW-ME", where M stands for measure and E stands for evaluate. These two elements will provide you with a better frame of mind to measure the effectiveness of your coaching mechanisms and methods.

Experience plays a significant role in this balance. Gather information first. When you ask questions to probe and gather information, you have sufficient basis to create shifts in your client's thinking. This means (1) clarifying assumptions, (2) examining and recreating the client's mental processes, (3) teasing out the cause and effect elements, (4) testing the logic of the cause and effect through situational questioning. Once you can build a mental map of your client, navigating through it will be easier!

Some other things to consider when balancing speed & thoroughness in problem solving are: 1. Add probability to the scenario - identify the chances of the true outcome of your decision (if one choice has a 5% probability of success vs. one that has a 45% probability of success, you can focus on potential impact). 2. Become aware of your biases - this takes work since our biases are subconscious... but taking the time up front to identify them will save time an give clarity on the back end. 3. Limit your choices - While having options on the front end is a good thing, the closer you get to the problem solving, limiting choices increases probability of success and narrows the focus. 4. Set a deadline - This is key to keeping on task