In most organizations, leaders wear many different "hats". We expect managers to solve problems, make decisions, negotiate resources, advocate for their teams, and get results. We look to them for answers in day-to-day situations and especially in times of change or uncertainty.  

Thus, it seems almost unfair that we also expect managers to be good coaches . . . you know, leaders who don't rush in with a solution but who practice patience in developing others. Managers who coach ask powerful questions rather than offer answers. They pose questions from a genuine place of

By asking questions and helping others to listen to their own inner wisdom, such managers lead their direct reports to develop their own critical thinking skills. After all, the coach isn't IN the game; he or she is guiding from the sidelines and developing the next generation of superstars.

This may feel like a giving up of power. But what better way to grow an organization than to grow the individuals within it? By honing and practicing coaching skills, leaders ensure that the bench is strong, the players are confident in their skills, and that the game plan can be readily executed.

What are you doing to develop the leaders in your organization into better coaches? We'd love to talk with you about some great ideas!