Learning-Based Coaching ... Why Leanring Drives Coaching

WEBVTT
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So, what is learning-based coaching?
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You know, for years, we've had coaches, external coaches.
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Certainly, an area where we play is, you know, converting leaders into leadership coaches inside organizations.
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So they coach their employees.
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We have organizations that utilize peer-based coaching.
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And one of the things that continually comes up is I don't have time to coach.
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And we teach something called supplemental coaching, where it's more prescriptive in nature, but it does drive the coaching process.
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And now we have this thing called AI.
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And AI can also provide coaching.
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And we have our own AI tools that build coaching plans, but also can have conversations with employees.
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And so there's that flip-flop, right?
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There's that flip-flop.
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Well, you know, I need human connection.
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You know, I need to have someone understand, contextually understand me.
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Whereas sometimes it's a little bit safer to talk to an AI agent than your own boss.
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And so there's all of these tools that allow us to drive talent development and retention through the craft of coaching.
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Now we get to add a third one.
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Now let me tell you where this came from.
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I'm at a number of client sites, obviously, for what I do.
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And one of the conversations I have with people all the time is you know, how do you pass the ball to your leaders?
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See, I've literally subscribed to this for 33 years.
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I have not changed my tool on this.
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Or my I should say, change my tools.
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I haven't changed my opinion as well.
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And that is this leaders say they don't have time to coach.
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That is not the real reason.
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The real reason is they don't know what to do and say.
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It's one of the reasons I tell companies all the time, you have to have a coaching framework.
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And I use this analogy all the time as well.
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You can tell someone, well, we need you to do a speech.
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I'm going to give you some speaking skills training, but I'm not going to tell you how to outline things.
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Just get up there and wing it.
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The same thing happens with leaders when they're coaching.
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If they wing it, they will resort to constructive feedback.
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And here's what you need to do, meaning, I'm going to tell you what to do.
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So the challenge we have is where can we pass the ball to our leaders?
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I think it starts in an area that we already do well, and that's training.
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Training facilitates and drives learning.
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Now, recently, and this is not unusual, it's not just a recent revelation, if you even want to call it that.
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And that is, I was in some training and I participated, but I also participated as a student, as a learner.
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And the general theme was, well, it's over.
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We completed the training.
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We attended the training.
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That mindset is still prevalent.
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That training attended mindset.
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It really hasn't driven a learning mindset.
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Let me give you further proof.
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Do you know how many times I've gone out to sales organizations and asked them, how many times a week do you role play?
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Do you know nobody's ever answered that question successfully?
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I always get, well, you know, we're pretty busy.
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See, we come up with reasons not to.
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That's our comfort zone.
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We stay right in that comfort zone.
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Yeah, because to be honest, practice role playing, it's uncomfortable.
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Getting better is uncomfortable.
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Staying in your comfort zone.
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Can you imagine if our CEOs today came out and said, I want everyone to stay in their comfort zone, do not change anything about your abilities.
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We're just gonna coast this year.
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You'd think he or she's nuts, right?
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So where can this start?
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I think it starts in the training and learning.
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Step number one.
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What if all of our classes had reflection time periods where they filled out forms like what are you learning about yourself?
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What are you learning about yourself you're committed to?
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What are two things you know you need to practice or learn more?
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And they filled it out and it's automatically sent to their direct manager, supervisor, or boss.
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And oh, by the way, what if that was converted into a coaching plan for the leader, knowing what to ask, what to do, and how to hold them accountable?
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Now I'm gonna sell you a little bit here.
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That's exactly what we've done here at Progress Coaching.
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But if we can have them pause, quantify the learning, communicate the learning and the needs to the direct manager, we have started the process the process of passing the ball to the leader.
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Now, at the end of every training session, we encourage people to have a post-session assessment, not to evaluate the trainer.
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By the way, I hate that.
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When people ask me, oh, do you want to see your evaluation forms?
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I go, no.
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One of the questions is always, did the presenter or the trainer seem to know the material?
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Well, how would they know that if they're there to get the material?
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And so it's always kind of caught me as pretty funny.
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But I think if we use that post-session time to fill out an assessment of reflection and to identify strengths and identify where they have areas of need and where they know transparently they need to practice, and you pass that ball, the ownership has left the learner.
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And part of that ownership has been sent to their direct supervisor, manager, boss.
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Now they've got this information.
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What the heck do they do with it?
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What if they had a coaching framework that allowed them to know exactly what to do and say?
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And we call this learning-based coaching.
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Start the coaching, ask the questions during the reflection period, ask the questions during the session or post-session during an assessment.
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I always tell people, I hate the term assessment for us because you know we use the term assessments all the time, but it isn't really just an assessment, like we're assessing you, we're really asking a series of coaching questions.
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Then when that information goes to the manager and they know exactly what to do on an individual basis, and that's automatically created for them in a coaching framework in which they've been trained, guess what happens?
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The coaching application becomes a little bit easier.
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Now, we recently just had somebody say, our managers really are busy.
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Is there something else we can do?
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So what we ended up doing is constructing group coaching and peer-to-peer coaching.
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So again, there's a lot of different ways to coach people.
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So coaching, again, is number one, getting people to look in the mirror.
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Number two, getting them to take action on number one.
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Most people will not do number one arbitrarily on their own.
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I've cited it time and time again.
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85% of people significantly lack self-awareness.
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So the challenge is I think we need to start the coaching during the training design and learning facilitation.
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Then I think we need to have step two, an apparatus to pass that ball to the leader.
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Then, step three, have leaders who are ready to catch that ball and say, I understand the framework.
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Oh, I got the coaching plans for all my people.
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I know exactly what to do.
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That's what learning-based coaching does.
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Now, here's what we do at Progress Coaching.
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We actually have a number of ways to do this.
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We actually teach learning-based coaching to leaders and to learning and development and training professionals.
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Number two, we have also productized it.
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We have a whole series of products called Sidekick.
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Sidekick is where employees will take learning and they will complete an end of the month assessment that automatically gets sent to their direct supervisor, manager, boss.
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And those are converted into coaching plans in four-week increments, always applying coaching to real world experiences and situations.
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And so there's a lot of ways that we work with companies.
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If you're intrigued, reach out to us.
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My email is Tim at progresscoachingleader.com.
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Just put LBC or Learning Based Coaching on the subject line.
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I'll know what it's in reference to.
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But this is an exciting time because we use, if you haven't figured this out, learning based coaching.
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We're using AI, we're using automation workflows to get there.
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Yet we're also positioning the leader to do what?
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Successfully apply targeted human based coaching.
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I hope this has helped.
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Let me know your thoughts.