The Harvard Business Review magazine has just published a guide for managers on coaching employees, explaining how the basis of the coaching style of management lies in the art of asking questions. The right coaching questions allow even busy professionals to take time to consider their behaviour and attitudes. They can then step back or aside and see themselves from a new perspective so as to be able to uncover opportunities to improve and do things differently.
Before arranging a coaching interview meeting with subordinates, a manager should plan what to ask about. Although it is impossible to anticipate all the questions that will arise, many are predictable. Start by considering what you need to know about the employees so that you could help them to do their work.
Your questions should help you understand not only what the employees are currently struggling with at work but also how they deal with information and decision-making, their level of leadership competencies, personal values and motivation or future development goals. You should also uncover practices and habits that prevent the employee from further developing and improving.
Ask open-ended questions
The questions should always be open-ended in order to allow employees enough space to think and express themselves. Start the questions with "who", "what", "where", "when" or "how" but be careful with "why". Asking why may sound too confrontational and seem like you are judging the employee in advance. If you want to find out why an employee did something, say instead: "What was your intention?"
If you want to receive authentic replies, you should be genuinely interested in learning the answer to a particular question and helping your employees with their further development. Managers must therefore first admit that an employee may be at least as intelligent as they themselves. Only then can a dialogue begin. It is also important to organise coaching interviews at the right time so the employee can fully concentrate. If an employee has just undergone all-day training, difficult negotiations with a customer or a demanding presentation, wait for a calmer moment.
Once your employee has explained their point of view, it is time for you to add yours. Be careful not to sound too aggressive or not to blame the employee or someone else. Focus on future solutions. Again, you can start with a question, such as: "May I now say how I see it?" or "May I suggest a different perspective?"
Other examples of coaching interview questions can be found in our previous article How to conduct coaching conversations with employees.
Book:
Harvard Business Review: HBR Guide to Coaching Employees. Boston: Harvard Business Review Press, 2014. 208 p.
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