These last few months, we've been talking about the skill of coaching but have taken the traditional approach of managers coaching their direct reports. While we strongly believe managers should develop strong coaching skills, in today's leaner, flatter organizations, there is a great deal to be gained by front-line people also learning how to coach.

Many organizations work in team structures, where collaboration is the name of the game. Managers may be removed from day-to-day problem solving in an effort to push responsibility and accountability to the front lines. Such organizations can grow and develop more effectively if peers are willing and able to coach one another.

This is the reaction we hear often from organizations where we're consulting, but with the right approach we have seen encouraging results. Here are a few suggestions we've found to be effective:

Over time, you will notice peer groups solving problems faster and with more assurance. You'll see people working out issues on their own, rather than always running to a member of management. And you'll see individuals thriving and developing confidence in their own skills. An additional side benefit of developing peer coaching groups is that those individuals practicing with one another, perhaps from different parts of your organization, will realize how similar their challenges are and how much they really have in common. There's no substitute for that realization that "I'm not alone" in building camaraderie and trust on your team. 

This process takes a little time and patience, and some careful facilitation, but it is do-able and yields promising results! Let us know if we can be helpful in establishing a culture of peer coaching within your organization!