Putting the Human into Hybrid Leadership: Part II

As a leader today – we can’t assume that we know everything there is to know within our team.?Often we lead teams with many different subject matter experts (SME).?In this context, traditional ‘telling’ models of leadership do not make sense as we are not the SME.?Instead the better approach is leader as coach where the focus is on listening, questioning and withholding judgement.?

In this approach, managers work to draw wisdom, insight, and creativity out of the people they’re coaching, with the goal of helping them learn to resolve problems and cope with challenging situations on their own.

An important aspect of leader as coach is active listening, where we listen and hold the space for the individual to explore the topic themselves.?Dependent on how the conversation is held (videoconference, phone call, face to face) we may need to adapt our style either using open supportive body language (eye contact, arms loose and resting by our side), non-verbal cues (nodding, smiling) and verbal queues such as (mmhmm, tell me more about that, ?go on).?

A good model for this style of coaching is the GROW model, which stands for:?

• Goal
• Reality
• Options
• Wrap-up

Below are some questions you could ask at each step:

Goal - What the employee wants to achieve

• What would you like to discuss?
• ?In terms of this, what would be the ideal scenario?
• ?If you achieved that – what would it be like? How would it feel? What would others be saying?
• What would you like to take away from this conversation to feel your time was well spent?

Reality ?- What’s currently going on (as viewed by the employee)

• What is the situation right now?
• What?steps have you taken towards this goal?
• ?What are the key things we need to know?
• ?What effect does this have?

Options ?- All the ways this could this be approached

• What is one option? What else?
• What approach/actions have you seen used by others in similar circumstances?
• Would you like some suggestions from me??What do you think I would say?
• IMPORTANT LAST QUESTION:?So, what were all those options again?

Wrap-up – Next steps, ?plans for addressing any blockers and building specific employee commitments.

• What will you do? On a scale of one to 10 how likely is it that you will do this?
• What are you most excited about doing?
• ?What might get in the way? What do you need to do to overcome that?
• What are the next steps??Precisely when will you take them??How will you measure progress?

While this approach is simple and effective, it can take practice.?As leaders, we are used to being in ‘tell’ mode, demonstrating our experience and leadership.

In my next newsletter, I will cover?how leaders can monitor allocation of 'career-enhancing' opportunities in an equitable way, mitigating decision-making bias to ensure optimal outcomes. ?

#humancentric?#hybrid?#flexibility?#leaderascoach?#diversityandinclusion?#leadership

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