What is the power of a coaching conversation?

Welcome to my first column for 2010 that aims to introduce you to this power. Over the past 12 years I have trained literally thousands of health practitioners, managers and team leaders in the "how" of conducting an effective coaching conversation. The result of understanding these foundations is massive ranging from relationships being totally transformed, people who have procrastinated about action for years taking action, and leaders tapping the potential in their teams like never before.

So what are the key foundations? The 3 basic foundations that people can benefit from learning are:
1. Change from a directive approach to a no advice approach
2. Focus on solutions not on problems
3. Become client/patient centred - allow the client to decide on the direction they will take themselves

Lets think about a couple of examples. Mary is a nurse unit manager of a surgical ward who was recently introduced to coaching skills. One of the issues that she found to be a continual frustration was people complaining about their workload but not offering any practical ways in which to manage it. Handover would often become just a negative download to begin the day.

When she reflected upon how she was operating day to day Mary realised that she was indeed trying to control too much. She also recognised she was trying to control a number of things that were not possible for her to control, as well as trying to direct everything and everyone. She was locked into the problems and these consumed her so much that she felt constantly stressed. She had so much going on all the time "busy busy" that rather than being able to let her team or patients decide on appropriate directions and actions she was approaching all the situations armed with her knowledge and experience. All that combined was making her role pretty exhausting. Fortunately someone suggested she might benefit from some training around coaching conversations.

Mary's training in the foundations above made her think about doing things differently. Armed with her new awareness of some basic coaching skills, Mary decided to use a new approach in handovers. She began to ask the teams if they could start identifying ways in which to manage their workloads more effectively. She made it their goal for the month to see how many new ways they could find to manage time more efficiently, prevent wastage of resources and recognise opportunities to share the workload more evenly. The result was that instead of people coming to her complaining they were coming to her with suggestions. She was amazed at how many solutions the team actually came up with. She recounted how relieved she felt that she now was getting much more positive input from her team.

Mary's story is not unlike many health professionals currently. They feel under the pump and overwhelmed. Someone needs to have the skills to direct energy positively, or a very toxic environment results. I see so often that 2 hospitals will have the same current issues but one has leaders who are focusing on problems and the other has people being proactive about finding solutions. People are much happier and more productive in the latter environment where there is acknowledgement of the challenges but a willingness to stay resilient and find some answers.

Developing a conversational style that is based on these foundations is like any learning,often quite uncomfortable and challenging. The benefits though are worth the effort. Greater performance and higher productivity will result so why not start today with a goal to be advice free, solution focused and client centred. It is the start of being able to coach in any context.

Kathy McKenzie, FIRE UP Coaching director, is aspecialist Communications and Leadership Facilitator, Coach Trainer and Executive Coach. Featured regularly on TV she brings fun and enthusiasm to training sessions. For more information visit www.fireupcoaching.com.au.