How do you develop leadership competencies in coachees?

I'm so bored with those 'ten things exceptional leaders do' listicles that state the blindingly obvious. Being a competent - better inspiring - leader starts with knowing yourself first. Most of us are unaware of how our thoughts impact feelings/actions/results. So all the SMART goals in the world mean nothing without that level of understanding. Once we see that, the clouds start to lift and we can see new ways of doing things. Feedback/feedforward is key too. A simple question: What are you not getting from me that you need? Tells us a huge amount. Also feedback on personal impact. Who's going to tell the leader his long, winding monologues are confusing? Or how much we love her approach to meetings? Feedback given with care is gold!

Self awareness. I know of nothing more important in the life of a leader. Knowing - how they impact others - how their words land - how other experience them Start here.

A leader is only as good as how much trust he/she evokes into following them. People will treat you in the same manner that you treat yourself, therefore it is fundamental to first generate trust in themselves to develop leadership competencies in a coachee. If they can trust themselves, they can begin to become more congruent with what they say, do, feel & think. Congruence builds trust, & is the vital link to leadership. Beyond psychometrics to categorize comparisons of others, it is a priority to understand how a coachee builds meaning & value in their mind to be able begin understanding their own personal path towards seeing themselves as the leader within that they can follow. Strengths can be weaknesses without vulnerability.

Assess their current level of skills and identify their strengths and areas for improvement. It can be done with: 360-degree feedback, and direct observation in their work environment. Understanding their existing competencies provides a baseline to measure growth and tailor coaching strategies to their specific needs. By identifying both strengths and gaps, you can create a personalized development plan that focuses on enhancing their leadership abilities, leveraging their strengths, and addressing areas that need improvement. This initial assessment also helps in setting clear, achievable goals that align with their career aspirations and the needs of their organization, ultimately fostering a more effective and confident leader.

To grow yourself you have to know yourself. The starting point is self-awareness in multiple dimensions. You can't take a journey (coaching) unless you know where you are or better, who you are. For the assessing phase in coaching I utilize a few assessment tools such as DISC, Strengths Finders 2.0 and a personal core value and life experience assessments to explore, discover, and take ownership of their strengths, talents, innate communication and behavior skills. This becomes their own base line from which to develop their strengths, lean into their personality style, and appreciate others who fill the gaps of their weaknesses to develop higher team work.

Coaching is about movement and momentum. From a feeling perspective, a coachee should be able to "feel" if they are moving toward or away from their more ideal self as a leader. This is part of the puzzle that also benefits from concrete goal-setting (aka how we keep score). Using SMART goals can allow the coachee to hone in on specific skills they'd like to develop such as giving/receiving feedback, delegation, and crystal-clear communication. All of these skills can be measured through SMART goals and progress "felt" by the coachee as they get their reps in.

To develop leadership competencies in coachees, assist them in setting SMART goals that align with their desired competencies and outcomes. Start by helping them clearly define what leadership skills they want to improve and why those are important. Then, break down these broader competencies into specific, actionable steps that they can realistically achieve within a set timeframe. This approach ensures that goals are both ambitious and attainable, fostering a sense of progress and accountability. Create an action plan that outlines the steps needed to reach these goals. By setting SMART goals, coachees are more likely to stay motivated and focused, ultimately leading to more effective leadership development.

I help folks un-learn SMART goals. We need to focus on who we are becoming at some point. It has to be less measurable via metrics and more centered on many many years. Are you becoming who you want to become? Are you proud of the person you'll be at 60? That's what I'm interested in.

Seeing a preferred future is key prior to action plans. This could be for 6 months to improve an area of performance or 3-5 years to set a life/career course with some depth. Because no journey is a straight line I want people to create a clear direction based on what's most important to them. For instance, if you believe in abundance, then your direction might be to enjoy a thriving life with an ability to be generous to others. Now some goals, SMART ones are cued into a bigger picture. I also encourage the A (Attainable). More short term goals and in some sense an easy win are better than difficult ones. Consistency beats trying harder.

Definitely, setting clear and viable goals are crucial steps in coaching. As every team lead need to build more resilience and determine team for projects so the crystal clear goals process is extremely important.

The best way for a coach to provide tailored support and feedback for a coachee is by maximizing the context they are taking in. What do I mean by this? Top coaches collect context in multiple ways such as active listening, journal prompts, insightful questioning, 360 reviews, and SMART goals. This allows you to get a crystal clear picture of the coachee and provide tailored support to where they are at in the leadership journey right now, in the near future, and across the long haul.

To develop leadership competencies in coachees, provide ongoing support and feedback as they work toward their goals. Regular check-ins allow you to monitor their progress, celebrate achievements, and address any challenges they face. Constructive feedback is essential; it should be timely, specific, and focused on both strengths and areas for improvement. Offer encouragement and guidance to help them overcome obstacles and maintain motivation. Additionally, provide resources such as articles, workshops, or mentoring opportunities that align with their development needs. This continuous support fosters a growth mindset, reinforces learning, and helps coachees stay committed to their leadership development journey.

Listen. Listen again. Listen a third time. Then ask some more questions. The answers are usually inside the person you're coaching. Keep turning them back there to look again.

The key word here is experiment. Not every tool, process, or software will work with everyone. I like to work with coachees to identify something new that they would like to try over the course of a week or month and reflect with them on the prompts such as: - How do you feel about the new process? - Is the new process working for or against you? - Are you feeling closer to or further away from your ideal self as a leader? The leaders who grow the fastest have an open mind to trying new things and testing them to make sure they fit their process and style.

To develop leadership competencies in coachees, encourage them to experiment with new behaviors and approaches while reflecting on their experiences and outcomes. Start by supporting them in identifying specific leadership skills or behaviors they want to develop. Encourage them to take calculated risks and apply new strategies in real-world situations. After each attempt, guide them through a reflective process where they analyze what worked, what didn’t, and why. This reflection helps them understand their experiences, learn from mistakes, and refine their approach. By fostering a mindset of experimentation and reflection, coachees can continuously grow their leadership skills and adapt more effectively to various challenges.

This process involves stepping outside of their comfort zones and trying out different strategies for leading and managing their teams. After these experiments, have them reflect on their experiences and outcomes—what worked well, what didn’t, and why. This reflection is crucial as it helps coachees gain insights into their own leadership style, understand the impact of their actions, and refine their approach based on real-world experiences. Encouraging this cycle of experimentation and reflection promotes adaptability and continuous improvement in their leadership skills. Additionally, provide a safe environment where they feel supported to take risks and learn from their mistakes.

Trying things. Taking baby steps. Doing scary things. There is magic in all of this. Reflection is powerful. Even more so, having folks who know you both reflect back to you what they experience in your presence.

The action phase is all about continuous learning through new approaches, take aways, repeat, do more of what is new and working, etc. We have a Reflection point every 3,6,9,12 months to assess progress, learnings, changes, and recalibrate next steps.

To develop leadership competencies in coachees, celebrate and recognize their achievements and contributions regularly. Acknowledge their progress and successes during coaching sessions or team meetings to boost their confidence and motivation. Highlight specific accomplishments and the impact of their leadership efforts, reinforcing positive behaviors and outcomes. Public recognition, such as awards or mentions in organizational communications, can further validate their efforts and inspire continued growth. By consistently celebrating their achievements, you not only reinforce their commitment to leadership development but also encourage them to strive for higher performance and deeper self-awareness.

Praise is underrated. This is because praise is a skill and a lot of people don't have their reps in. Good praise is specific and timely. There is a big difference between: "Thank you for sending out all the materials one week before the investor meeting." and... "Thank you for thinking ahead and being prepared."

Every leader has to make sure they create the right environment for their team. It ought to be supportive, encouraging and filled with empathy. It is important to appreciate, recognize and honor an individual's minor triumphs. The acknowledgement should be specific and point out their specific contribution, giving them the recognition that you are observing them closely and that you are sincerely interested in them.

To develop leadership competencies in coachees, it's vital to celebrate and recognize their achievements and contributions. Acknowledging their progress, whether through verbal praise, written feedback, or formal recognition, reinforces positive behaviors and boosts their confidence. Celebrating milestones can motivate coachees to continue developing their skills and striving for excellence. This recognition also fosters a sense of accomplishment and belonging, which can encourage coachees to take on new challenges and expand their leadership capabilities. Creating a culture of appreciation not only supports individual growth but also strengthens the overall learning environment.

We all need reminders of our capacity to navigate challenges and do hard things. It improves our well-being and engagement at work. Good praise reflects on how the coachee overcame obstacles, pivoted, and grew into their new desired identity. For example, "You completed the Pegasus project on time after significant delays, multiple unforeseen technical issues, and a seemingly impossible team conflict. That's a tremendous accomplishment." Each achievement is a moment for the coach to remind the coachee of their power to overcome challenges. The key is to remember praise is not only for the achievement. It's also for the action required to reach the goal.

Developing leadership competencies in coachees involves regularly reviewing and revising their goals and plans based on their achievements and feedback. This process ensures that goals remain relevant and aligned with the coachee’s evolving needs and the organization's objectives. By assessing progress and discussing feedback, both the coach and coachee can identify what strategies are working well and where adjustments are needed. This continuous evaluation fosters a dynamic learning environment, allowing coachees to adapt their approaches, stay motivated, and focus on areas requiring further development. Regularly revising goals helps maintain momentum and ensures ongoing growth in leadership competencies.

Similar to how your company reviews its goals and plans quarterly, you should do the same for yourself. This act of reflection and revising allows someone to measure pacing and adjust along their leadership growth journey. I am a big fan of the After Action Review (AAR) that revolves around 5 simple, yet potent questions: 1 - What was supposed to happen? 2 - What actually happened? 3 - Why was there a difference? 4 - What can we learn from this? 5 - What are the next steps? Pacing is key in the marathon that is leadership.

It's important to tailor your coaching approach to their specific context, including organizational culture and industry norms. Build strong trust and rapport to encourage open communication and honest feedback. Incorporate real-world scenarios and practical exercises to help coachees apply leadership concepts effectively. Promote self-awareness and emotional intelligence to enhance their understanding of their strengths, weaknesses, and interpersonal skills. Encourage self-reflection and peer learning for diverse perspectives. Set incremental challenges and regularly monitor progress to ensure continuous development. Foster a growth mindset to help coachees view challenges as learning opportunities.

Self awareness is key for coaches and the understanding and recognition of how our behaviours and communication impacts others and it starts with understanding self first and the commitment to the pursuit of personal development Having a growth plan that outlines areas of development is important to support the development of leadership skills as well as opportunities to apply the learning and access to ongoing coaching and mentoring.

It is important to realise that any competency can be built. Naturally or with conscious effort, but it can be built. Humans already possess this capability. And coachees who are at leadership level are more likely to have this capability to learn, and the intelligence to find the resources for it. The more important question then is not "How to build X capability?" It is "What stops us from building X capability?" Unearth the beliefs, the emotional roadblocks, defense mechanisms that block our energy from adopting new lenses. This is where coaching is really helpful. Once enough energy is freed up, building capability is easy.