Constructivist Coaching Approach

In this approach, the coach helps Marcus Lang explore and reshape his understanding of leadership, moving from a rigid, control-based style to one that is more collaborative and adaptable. This model emphasizes the idea that Lang’s perceptions and interpretations of leadership, success, and control are shaped by his experiences, and that by reevaluating these constructs, he can find healthier, more effective ways to lead.

Introducing the Constructivist Approach

Coach: “Marcus, the constructivist approach I use is a collaborative journey that focuses on how we construct, or make sense of, our beliefs and values about leadership. In this approach, we’ll explore your current view of leadership and what drives your desire for control and excellence. Together, we’ll question how you view certain assumptions about success, your role, and your relationship with your team. By doing so, you might discover new, empowering ways to meet your high standards while also creating an environment where your team can thrive.”

Marcus: “I like the idea of high standards, but I don’t see how this will help me retain control over the quality that’s essential to our products.”

Coach: “That’s exactly the type of question we’ll dive into. We’ll start by looking at what control and quality mean to you personally, and whether there might be alternative ways of ensuring those high standards are met—ways that might even enhance your team’s performance.”

Sample Coaching Conversation Using the Constructivist Approach

In this example, the coach works with Marcus to unpack and reframe his need for control and its impact on his leadership.

Coach: “Marcus, let’s start by talking about your idea of control. Can you tell me what it means to you in the context of your role?”

Marcus: “Control, to me, is about ensuring that every product meets my standards. I’ve seen what happens when details slip through the cracks, and I can’t risk that with Dynatech. If I’m not overseeing every part, I feel like things will fall apart.”

Coach: “That makes sense, given your experience and responsibility for Dynatech’s reputation. I’m curious—when you think of control as essential, what assumptions are you making about your team’s abilities?”

Marcus: “I guess… maybe that they won’t catch the issues I would. I feel like I’m the only one who knows exactly what to look for.”

Coach: “It sounds like there’s a lot of trust placed on your own standards. What if we took a step back—imagine if your team were fully capable of meeting your standards. What would need to change for that trust to be shared?”

Marcus: “They’d need to understand exactly what I look for and care about, down to the smallest details.”

Coach: “Great insight. If you were to help your team adopt those standards, what might that look like? For example, what could you share or delegate that might empower them to achieve that level?”

Marcus: (Pauses) “I suppose I could start by holding regular review sessions where I explain my expectations and reasoning for each step. Maybe I could also document some of my own processes and decision-making criteria.”

Coach: “Those are powerful ideas, Marcus. By guiding them in understanding your standards, you’re giving them the tools to meet them independently. How would you feel about trying this approach on a trial basis with one of your product teams?”

Marcus: “I’ll admit, it feels risky, but maybe it’s worth exploring. If it works, it could save me time and reduce some of the pressure on my end.”

Coach: “Exactly, and we’ll assess how it goes. Remember, Marcus, this approach is about giving yourself permission to shift from controlling every detail to empowering your team with the skills and autonomy they need to meet your standards. Through this process, you’re not giving up quality; you’re strengthening it by fostering a shared understanding of what that means.”

Explanation of the Constructivist Application

In this conversation, the coach used constructivist techniques to help Marcus:

1. Reflect on His Beliefs and Assumptions: The coach guided Marcus to examine his assumption that only he could maintain quality standards, prompting him to question if this belief served him or limited his team.
2. Explore Alternative Constructs: By encouraging Marcus to imagine a scenario where his team was fully capable, the coach helped him see that control could be shared through guidance and empowerment, rather than strict oversight.
3. Consider New Actions Aligned with Reframed Beliefs: The coach helped Marcus brainstorm practical steps—like documenting his standards and holding team reviews—that could enable his team to work autonomously while meeting his expectations.
4. Test and Reflect: The coach proposed a trial period, allowing Marcus to experience the outcomes of his newly redefined approach and reinforcing his journey towards a healthier leadership style.

This approach ultimately led Marcus toward a more flexible and supportive management style, benefiting both his team’s morale and the company’s productivity. By reshaping his beliefs, he moved from an isolated, controlling stance to one of shared responsibility and trust, aligning both his personal standards and his team’s well-being.