You're trying to solve a problem in leadership development coaching. What mistakes are you making?

Not defining the problem clearly is a common misstep in problem-solving. The diagnosis phase is often undervalued, yet it's crucial. Many major HR errors stem from inadequate diagnoses. If given the choice, I'd spend 90% of my project time ensuring I understand the problem with certainty, rather than jumping in with a shaky diagnosis and only 50% of the time to solve it. Just like in health, wouldn't you prefer to know exactly what's wrong before starting treatment? Accurate problem definition avoids wasting resources and ensures we target root causes and desired outcomes effectively. #Leadership #Coaching #ProblemSolving #HR #DiagnosticAccuracy

This is one of the biggest problems when I see people use the GROW model. It’s very goal/outcome focused so could easily ignore the deeper, more transformational issue that lies deeper. Time needs to be taken in the initial contracting stage to explore words and themes, to gain a greater understanding of the client’s world. Some coaches will assume they already know what the client is thinking without this exploration. I would say close to 100% of the clients I have worked have gone in a different direction than they had originally planned. Connect their clients to their emotions and then a whole new world will be revealed.

One of the first steps in any problem-solving process is to define the problem clearly and accurately. This helps you avoid wasting time and resources on irrelevant or superficial issues, and focus on the root causes and the desired outcomes. However, many leadership development coaches fail to do this, either because they assume they know the problem, they don't ask enough questions, or they don't involve the coachee in the definition process. This can lead to misunderstandings, confusion, and frustration for both parties. For the resolution problem, you can use tools such as SMART goals, problem statements, or the 5 Whys technique to clarify the problem.

In leadership coaching, it's crucial to avoid some common pitfalls that can derail your efforts. One significant error is not defining the problem clearly from the outset. A vague or incorrect problem definition can lead to misguided solutions and wasted resources. To prevent this, engage in a thorough, collaborative process to pinpoint the issue accurately. Additionally, rushing into solutions without fully understanding the problem can result in ineffective fixes.

Jumping to solutions too quickly is a common mistake in problem-solving. It happens when we rely too much on our own experience or intuition without thoroughly exploring the problem and generating multiple options. As a chess enthusiast, I've learned the value of forcing myself to find a better move even when the first one seems acceptable. This discipline is invaluable in solving complex problems and in coaching. The practice of seeking alternatives adds tremendous value, even if we end up using our initial solution. #Leadership #Coaching #ProblemSolving #ChessStrategy #HR

One of the errors that I see occur often with leaders is that they have built certain habits and behaviors over time so have a tendency to jump to solutions too quickly. Instead, have awareness and be open to understanding that there can be different paths to elevate your decision making and problem solving rather than relying just on what you have done previously. "We have always done it that way" might be one of the most overused phrases in leadership history so be the change that brings about new ways to create and innovate. Build strategic thinking time into your team meetings so that you can practice discussing new approaches, different thoughts on how to be successful, and build new habits to enhance new ways of thinking.

En coaching de leadership, une erreur fréquente est de vouloir rapidement trouver des solutions sans examiner profondément le problème. Cela peut résulter d'un excès de confiance en ses expériences passées ou intuitions, menant à des réponses inadaptées. Pour éviter cela, il est crucial d'adopter une approche méthodique et créative. Utiliser des techniques comme le brainstorming et encourager le coaché à explorer diverses perspectives. Cette démarche enrichit la qualité des solutions et assure une meilleure adéquation à la situation rencontrée.

In the final phase of the coaching session, the coach should guide the client to explore the actions they’re going to take after the session and what needs to be put into place for these to be achieved. Ask questions such as: What, if anything, are you going to do a a result of this session today to have maximum impact? Is that challenging enough? Or, Is that too challenging given the time between now and the next session? What resources and support do you need? Who would be a good accountability partner? What’s going to get in the way of achieving these actions? If their actions aren’t achieved, the coach should explore this with their client as to what got in the way and what needs to happen next time, in a non-judgmental way.

In leadership development coaching, failing to follow through on action can lead to several critical mistakes. Without consistent follow-up, coachees may feel unsupported, leading to a lack of accountability and momentum. This often results in missed deadlines, unaddressed issues, and minimal progress towards goals. Additionally, it can erode trust and credibility, as coachees might perceive their coach as disengaged or uninterested in their development. This lack of follow-through can ultimately hinder the effectiveness of the coaching program and fail to cultivate necessary leadership skills.

A common pitfall in leadership coaching is not following through with action. The final step in problem-solving is implementing the solution and monitoring results. Yet, many coaches fail here, lacking a clear action plan, accountability, or measurement of outcomes. Once we understand our coachee, it's evident how much help they need in action. My sessions always end with an agreement on next steps. The true challenge is embedding these actions into their routine. Connecting with their motivation and self-identity is crucial to prevent this from being just another fleeting attempt. #Leadership #Coaching #ActionableInsights #HR

One common mistake in coaching senior executives is not understanding their current standing before driving change. What forces are guiding their behavior? What do they want to achieve? What are their fears? Once you see the complete chessboard, it’s much easier to move forward. Without connecting to these elements, there’s no fuel to power the engine of change. Understanding what truly motivates them is key to fostering real progress. Connecting deeply and authentically can drive lasting change. #Leadership #ExecutiveCoaching #ChangeManagement #HR

A CEO (...) was facing a critical decision, feeling stuck and overwhelmed. As their coach, I guided them through the process, offering clarity and strategic thinking. Together, we examined the problem, explored options, and crafted a thoughtful solution. By the end, the CEO felt confident and empowered, ready to take decisive action. Helping leaders overcome obstacles and find effective solutions is why I love what I do. 🛎 Are you also feeling blocked? Let's work together.

I've had many opportunities to evaluate my mistakes. Most of the time, I'm not remembering a cardinal rule of leadership coaching. The coachee must be the one forming and implementing needed solutions. They are not my solutions, I'm simply helping to "mine" them from my coachee. Many times when I've found myself recommending unaligned solutions, it was because my skill of asking layered, penetrating questions was not adequately developed. Layered questioning is learning to ask questions that help the coachee reflect and probe new layers of the challenge and seek definition and clarity on the problem, the barriers and opportunities for action. Fine tuning my own skills in layered questioning has substantially increased my success.