In February I ran the inaugural Master Class –‘Coaching leaders to communicate effectively’ for the Institute of Internal Communications. The delegates found it challenging, a bit scary and in some cases a breakthrough experience – just like a healthy coaching session in fact. What they found challenging though wasn’t the material or the practice; it was the concept of ‘letting go’, of being seen as the expert advisor.
The challenge was fuelled by two underlying fears. The first – that others won’t see our value if we don’t lay it out in front of them. The second – if leaders can do it as well as we can, what’s left here for us? When we’ve worked long and hard to gain the respect that comes from our knowledge and experience of communication, clearly we’re not going to give up the expert tag in a hurry.
And we shouldn’t. As consultants in or out of house, our hard won expertise is our currency. But being a trusted advisor is so much more than being the one with all the answers. Sometimes we’re so eager to tell our leaders what we know – to spell it out – we forget to listen, deeply. Trust comes from mutual respect and valuing each other so, showing your leader the respect of drawing out and hearing their answers before imposing yours makes sense- doesn’t it?
Of course we have to know when it’s right to adopt a coaching style and then be able to flex our style according to the context and individual leader need. We also need the ‘license’ to coach which usually comes from a proven track record of getting the basics right and offering relevant and useful insights. The next step is being brave enough to take a risk and let go of needing to be the expert all the time. This is when we’ll be fully experienced as a trusted advisor and appropriate business partner.
* For the uninitiated http://www.bbc.co.uk/programmes/p02gfy02
First published Feb 2015 on www.omiliahirst.com