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Coaching for Leaders: Moving from Doing to Leading

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Coaching for Leaders: Moving from Doing to Leading

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602: Moving from Doing to Leading, with Gemma Aguiar

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Gemma Aguiar: Design Like Whoa Gemma Aguiar is the CEO of Design Like Whoa. Her firm helps brands like Sephora, Meta, the Golden State Warriors, and Spotify amplify their brand and strengthen their culture through sustainably focused apparel, accessories, and gifts. Her team serves clients by curating meaningful, high-quality products through partnership with local, minority-owned, sustainable, and mission-driven businesses. She’s also an alum of the Coaching for Leaders Academy. In this episode, Gemma and I discuss the transition she made of doing it all herself early on in the business to now empowering a large team. We detail how she made this change tactically through calendar blocking, regular delegation, and intentional outcomes. Plus, we explore how asking for help is a critical muscle for all leaders to develop. Key Points Gemma didn’t see the growth potential in her traditional role, so she started her own, sustainable business. Being able to do lots of things well can be a trap for leaders. Shifting to delegate effectively is key. Getting clear on how time is used through planning and calendar blocking is essential. The responsibility of leadership changes over time. It’s key to be able to learn and adapt as the organization demands a different skillset. Asking for help is a critical competency for leaders. Getting better at this opens tons of doors. Resources Mentioned Design Like Whoa hello@designlikewhoa.com Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) The Way to Capture the Power of Moments, with Chip Heath (episode 329) Align Your Calendar to What Matters, with Nir Eyal (episode 431) How to Define a Role, with Pat Griffin (episode 517) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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Blinkist: Emotional Intelligence at Work (Liz Fosselin)

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Blinkist: Emotional Intelligence at Work (Liz Fosselin)

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Emotional Intelli-Gents Podcast: Mastering a Growth Mindset with Emotional Intelligence 

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Emotional Intelli-Gents Podcast: Mastering a Growth Mindset with Emotional Intelligence 

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The Emotional Intelli-Gents Podcast: Navigating Leadership with Emotional intelligence

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Ep 04: Mastering a Growth Mindset with Emotional Intelligence

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In Episode 4, the Emotional Intelli-Gents podcast will be discussing just how significant having leaders with a ‘growth mindset’ is to the fate of an organization. We advance that argument further by explaining why a growth mindset in leaders alone will not secure success, but must be coupled with…

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EI Magazine Podcast: Living & Leading with Emotional Intelligence

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EI Magazine Podcast: Living & Leading with Emotional Intelligence

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A Conspiracy of Goodness and How We Can Join the Movement, with Dr. Lynda Ulrich

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Listen to this episode from Living and Leading with Emotional Intelligence on Spotify.

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Ted: Tasha Eurich - Increase Your Self Awareness with One Simple Fix

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Ted: Tasha Eurich - Increase Your Self Awareness with One Simple Fix

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Increase your self-awareness with one simple fix

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We’d all like to believe we’re self-aware, but in reality, the facts point to a more sobering truth. Organizational psychologist Tasha Eurich has spent the last 4 years researching what it truly means to be self-aware, and in the process, has made a surprising discovery about human perception. In this illuminating talk, Eurich dissects common misbeliefs about introspective thinking and provides a simple way we can get to know ourselves just a little bit better.

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Inc: Emotionally Intelligent Leaders Talk to Employees Like Adults, Not Like Kids

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Inc: Emotionally Intelligent Leaders Talk to Employees Like Adults, Not Like Kids

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INC: Emotionally Intelligent People Know How to Listen

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INC: Emotionally Intelligent People Know How to Listen

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Emotionally Intelligent People Know How to Listen. Here Are 5 Things They Do Different

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Emotional intelligence gives you the knowledge and power not just to listen, but to learn.

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Oscar Trimboli: 90-Day Deep Listening Challenge

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Oscar Trimboli: 90-Day Deep Listening Challenge

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Listen (!) to find out why pushing back is a necessary part of the design research process, how to build an internal sensor that allows you to truly uncover the nuggets of information that are critical to your projects, and the importance of understanding thought processes to prevent harmful outcomes.

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104 - Surfacing the Unarticulated Needs of Users and Stakeholders through Effective Listening

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Listen to this episode from Experiencing Data with Brian T. O'Neill on Spotify. Today I'm chatting with Indi Young, independent qualitative data scientist and author of Time to Listen.

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Being a good listener can help you in every aspect of your life – with family and friends, and with your colleagues at work. Learn how to up your listening game.

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Forbes: 10 Steps to Effective Listening 

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Forbes: 10 Steps to Effective Listening 

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by Dianne Schilling

You might also enjoy this article: 9 Small Steps That Will Make You Happier, Starting Now

In today's high-tech, high-speed, high-stress world, communication is more important then ever, yet we seem to devote less and less time to really listening to one another. Genuine listening has become a rare gift-the gift of time. It helps build relationships, solve problems, ensure understanding, resolve conflicts, and improve accuracy. At work, effective listening means fewer errors and less wasted time. At home, it helps develop resourceful, self-reliant kids who can solve their own problems. Listening builds friendships and careers. It saves money and marriages.

Here are 10 tips to help you develop effective listening skills.

Step 1: Face the speaker and maintain eye contact.

Talking to someone while they scan the room, study a computer screen, or gaze out the window is like trying to hit a moving target. How much of the person's divided attention you are actually getting? Fifty percent? Five percent? If the person were your child you might demand, "Look at me when I'm talking to you," but that's not the sort of thing we say to a lover, friend or colleague.

In most Western cultures, eye contact is considered a basic ingredient of effective communication. When we talk, we look each other in the eye. That doesn't mean that you can't carry on a conversation from across the room, or from another room, but if the conversation continues for any length of time, you (or the other person) will get up and move. The desire for better communication pulls you together.

Do your conversational partners the courtesy of turning to face them. Put aside papers, books, the phone and other distractions. Look at them, even if they don't look at you. Shyness, uncertainty, shame, guilt, or other emotions, along with cultural taboos, can inhibit eye contact in some people under some circumstances. Excuse the other guy, but stay focused yourself.

Step 2: Be attentive, but relaxed.

Now that you've made eye contact, relax. You don't have to stare fixedly at the other person. You can look away now and then and carry on like a normal person. The important thing is to be attentive. The dictionary says that to "attend" another person means to:

be present

give attention

apply or direct yourself

pay attention

remain ready to serve

Mentally screen out distractions, like background activity and noise. In addition, try not to focus on the speaker's accent or speech mannerisms to the point where they become distractions. Finally, don't be distracted by your own thoughts, feelings, or biases.

Step 3: Keep an open mind.

Listen without judging the other person or mentally criticizing the things she tells you. If what she says alarms you, go ahead and feel alarmed, but don't say to yourself, "Well, that was a stupid move." As soon as you indulge in judgmental bemusements, you've compromised your effectiveness as a listener.

Listen without jumping to conclusions. Remember that the speaker is using language to represent the thoughts and feelings inside her brain. You don't know what those thoughts and feelings are and the only way you'll find out is by listening.

Don't be a sentence-grabber. Occasionally my partner can't slow his mental pace enough to listen effectively, so he tries to speed up mine by interrupting and finishing my sentences. This usually lands him way off base, because he is following his own train of thought and doesn't learn where my thoughts are headed. After a couple of rounds of this, I usually ask, "Do you want to have this conversation by yourself, or do you want to hear what I have to say?" I wouldn't do that with everyone, but it works with him.

Step 4: Listen to the words and try to picture what the speaker is saying.

Allow your mind to create a mental model of the information being communicated. Whether a literal picture, or an arrangement of abstract concepts, your brain will do the necessary work if you stay focused, with senses fully alert. When listening for long stretches, concentrate on, and remember, key words and phrases.

When it's your turn to listen, don't spend the time planning what to say next. You can't rehearse and listen at the same time. Think only about what the other person is saying.

Finally, concentrate on what is being said, even if it bores you. If your thoughts start to wander, immediately force yourself to refocus.

Step 5: Don't interrupt and don't impose your "solutions."

Children used to be taught that it's rude to interrupt. I'm not sure that message is getting across anymore. Certainly the opposite is being modeled on the majority of talk shows and reality programs, where loud, aggressive, in-your-face behavior is condoned, if not encouraged.

Interrupting sends a variety of messages. It says:

"I'm more important than you are."

"What I have to say is more interesting, accurate or relevant."

"I don't really care what you think."

"I don't have time for your opinion."

"This isn't a conversation, it's a contest, and I'm going to win."

We all think and speak at different rates. If you are a quick thinker and an agile talker, the burden is on you to relax your pace for the slower, more thoughtful communicator-or for the guy who has trouble expressing himself.

When listening to someone talk about a problem, refrain from suggesting solutions. Most of us don't want your advice anyway. If we do, we'll ask for it. Most of us prefer to figure out our own solutions. We need you to listen and help us do that. Somewhere way down the line, if you are absolutely bursting with a brilliant solution, at least get the speaker's permission. Ask, "Would you like to hear my ideas?"

Step 6: Wait for the speaker to pause to ask clarifying questions.

When you don't understand something, of course you should ask the speaker to explain it to you. But rather than interrupt, wait until the speaker pauses. Then say something like, "Back up a second. I didn't understand what you just said about..."

Step 7: Ask questions only to ensure understanding.

At lunch, a colleague is excitedly telling you about her trip to Vermont and all the wonderful things she did and saw. In the course of this chronicle, she mentions that she spent some time with a mutual friend. You jump in with, "Oh, I haven't heard from Alice in ages. How is she?" and, just like that, discussion shifts to Alice and her divorce, and the poor kids, which leads to a comparison of custody laws, and before you know it an hour is gone and Vermont is a distant memory.

This particular conversational affront happens all the time. Our questions lead people in directions that have nothing to do with where they thought they were going. Sometimes we work our way back to the original topic, but very often we don't.

When you notice that your question has led the speaker astray, take responsibility for getting the conversation back on track by saying something like, "It was great to hear about Alice, but tell me more about your adventure in Vermont."

Step 8: Try to feel what the speaker is feeling.

If you feel sad when the person with whom you are talking expresses sadness, joyful when she expresses joy, fearful when she describes her fears-and convey those feelings through your facial expressions and words-then your effectiveness as a listener is assured. Empathy is the heart and soul of good listening.

To experience empathy, you have to put yourself in the other person's place and allow yourself to feel what it is like to be her at that moment. This is not an easy thing to do. It takes energy and concentration. But it is a generous and helpful thing to do, and it facilitates communication like nothing else does.

Step 9: Give the speaker regular feedback.

Show that you understand where the speaker is coming from by reflecting the speaker's feelings. "You must be thrilled!" "What a terrible ordeal for you." "I can see that you are confused." If the speaker's feelings are hidden or unclear, then occasionally paraphrase the content of the message. Or just nod and show your understanding through appropriate facial expressions and an occasional well-timed "hmmm" or "uh huh."

The idea is to give the speaker some proof that you are listening, and that you are following her train of thought-not off indulging in your own fantasies while she talks to the ether.

In task situations, regardless of whether at work or home, always restate instructions and messages to be sure you understand correctly.

Step 10: Pay attention to what isn't said-to nonverbal cues.

If you exclude email, the majority of direct communication is probably nonverbal. We glean a great deal of information about each other without saying a word. Even over the telephone, you can learn almost as much about a person from the tone and cadence of her voice than from anything she says. When I talk to my best friend, it doesn't matter what we chat about, if I hear a lilt and laughter in her voice, I feel reassured that she's doing well.

Face to face with a person, you can detect enthusiasm, boredom, or irritation very quickly in the expression around the eyes, the set of the mouth, the slope of the shoulders. These are clues you can't ignore. When listening, remember that words convey only a fraction of the message.

Listening Skills Exercise: Summarize, Summarize, Summarize!

For at least one week, at the end of every conversation in which information is exchanged, conclude with a summary statement. In conversations that result in agreements about future obligations or activities, summarizing will not only ensure accurate follow-through, it will feel perfectly natural. In conversations that do not include agreements, if summarizing feels awkward just explain that you are doing it as an exercise.

Dianne Schilling is a writer, editor, graphic artist and instructional designer who specializes in the development of educational materials and customized training programs for business and industry. She holds a masters degree in counseling and is a founding partner of WomensMedia.

You might also enjoy this article: 9 Small Steps That Will Make You Happier, Starting Now.

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Today communication is more important then ever, yet we seem to devote less time to really listening to one another. It helps build relationships, solve problems, ensure understanding, resolve conflicts, and improve accuracy. At work, effective listening means fewer errors and less wasted time.

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It's never been more important - or more difficult - for leaders to be good listeners. Job switching is rampant, and remote work means we don't get the nonverbal cues we'd pick up from an in-person conversation. Employers who fail to listen and thoughtfully respond to their people's concerns will see greater turnover. And given that the highest rates of turnover are among top performers who can take clients and projects with them, and the frontline employees responsible for the customer experience, the risk is clear.

While listening is a skill universally lauded, it's rarely, if ever, explicitly taught as such, outside of training for therapists. A 2015 study showed that while 78% of accredited undergraduate business schools list "presenting" as a learning goal, only 11% identified "listening."

Listening well is the kind of skill that benefits from not just teaching but coaching - ongoing, specialized instruction from someone who knows your personal strengths, weaknesses, and most importantly, habits. Reading this article won't turn you into a champion listener any more than reading an article on balance will turn you into Simone Biles. Our aims are to increase your understanding of what good listening is, and offer research-backed advice to improve your listening skills.

Becoming a Better Listener

A participant in any conversation has two goals: first, to understand what the other person is communicating (both the overt meaning and the emotion behind it) and second, to convey interest, engagement, and caring to the other person. This second goal is not "merely" for the sake of kindness, which would be reason enough. If people do not feel listened to, they will cease to share information.

This is "active listening." It has three aspects:

Cognitive: Paying attention to all the information, both explicit and implicit, that you are receiving from the other person, comprehending, and integrating that information

Emotional: Staying calm and compassionate during the conversation, including managing any emotional reactions (annoyance, boredom) you might experience

Behavioral: Conveying interest and comprehension verbally and nonverbally

Getting good at active listening is a lifetime endeavor. However, even minor improvements can make a big difference in your listening effectiveness. Here's a "cheat sheet" with nine helpful tips:

1. Repeat people's last few words back to them.

If you remember nothing else, remember this simple practice that does so much. It makes the other person feel listened to, keeps you on track during the conversation, and provides a pause for both of you to gather thoughts or recover from an emotional reaction.

2. Don't "put it in your own words" unless you need to.

Multiple studies have shown that direct repetition works, even though it may feel unnatural. Rephrasing what your interlocutor has said, however, can increase both emotional friction and the mental load on both parties. Use this tool only when you need to check your own comprehension - and say, explicitly, "I'm going to put this in my own words to make sure I understand."

3. Offer nonverbal cues that you're listening - but only if it comes naturally to you.

Eye contact, attentive posture, nodding and other nonverbal cues are important, but it's hard to pay attention to someone's words when you're busy reminding yourself to make regular eye contact. If these sorts of behaviors would require a significant habit change, you can instead, let people know at the beginning of a conversation that you're on the non-reactive side, and ask for their patience and understanding.

4. Pay attention to nonverbal cues.

Remember that active listening means paying attention to both the explicit and implicit information that you're receiving in a conversation. Nonverbal cues, such as tone of voice, facial expression, and body language, are usually where the motivation and emotion behind the words is expressed.

5. Ask more questions than you think you need to.

This both improves the other person's experience of feeling listened to, ensures that you fully understand their message, and can serve as a prompt to make sure important details aren't overlooked.

6. Minimize distractions as much as possible.

You'll want to avoid noise, interruptions, and other external distractions, but it's important to minimize your internal distractions as well. If you are preoccupied with another topic, take time to re-center. If you know a conversation might be upsetting, calm yourself as much as possible before going in.

7. Acknowledge shortcomings.

If you know going into a conversation that you may be a subpar listener - because you're exhausted from a dozen intense conversations earlier that day, unfamiliar with the topic under discussion, or any other reason - let the other person know right away. If you lose your footing during the conversation - a lapse of attention or comprehension - say you didn't quite get it, and ask the person to repeat themselves.

8. Don't rehearse your response while the other person is talking.

Take a brief pause after they finish speaking to compose your thoughts. This will require conscious effort! People think about four times faster than other people talk, so you've got spare brainpower when you're a listener. Use it to stay focused and take in as much information as possible.

9. Monitor your emotions.

If you have an emotional reaction, slow the pace of the conversation. Do more repetition, pay attention to your breathing. You don't want to respond in a way that will cause the other person to disengage. Nor - and this is a subtler thing to avoid - do you want to fall into the easy defense mechanism of simply tuning out what you don't want to hear, or rushing to discount or argue it away.

The Skills Involved in Active Listening

Listening is a complex job, with many different subtasks, and it's possible to be good at some and bad at others. Rather than thinking of yourself as a "good listener" or a "bad listener," it can be useful to evaluate yourself on the subskills of active listening. Below is a breakdown of these subskills along with recommendations for what to do if you're struggling with any one of them.

First, let's start with what we call the "picking-up skills," the skills that allow you to gather the information you need.

1. Hearing

If you have hearing loss, be honest about it. For whatever reason, people will boast about their poor vision but hide hearing loss. Help break that stigma. Ask for what you need - e.g., for people to face you when talking, or give you written materials in advance. Let others know, so that they will be alert to indications that you may have missed something.

2. Auditory processing

This refers to how well the brain makes sense of the sound cues. If you're struggling to understand someone, ask questions to clarify. If it's helpful, from time to time recap your understanding of both the subject and the other person's reason for bringing it up - and ask them to validate or refine it. (Make it clear that you are doing this for your own understanding.)

3. Reading body language, tone of voice, or social cues accurately

The advice for auditory processing applies here. Asking a trusted colleague to be your nonverbal communication translator may be helpful in situations where accurate listening is important, but confidentiality is not.

The next two skills involve staying mentally present in the conversational moment.

4. Maintaining attention

If you often find yourself distracted when trying to listen to someone, control your environment as much as possible. Before you begin, set an intention by taking a moment to deliberately focus on this person, in this moment, in a conversation that will be about this topic. If appropriate, use a written agenda or in-the-moment whiteboarding to keep yourself and the other person aligned. If you do have a lapse in attention, admit it, apologize, and ask the person to repeat what they said. (Yes, it's embarrassing, but it happens to everyone occasionally and to some of us frequently.) Arrive a few minutes early to acclimate yourself if you are having a meeting in a new place.

5. Regulating your emotional response

Meditation has both immediate and short-term benefits for relaxation and emotional control, regardless of the particular practice. The key is to do it twice a day for 10 to 20 minutes, focusing on a mental image or repeating a phrase and dismissing other thoughts as they come.

In the moment, focus on your breathing and do a "grounding exercise" if you feel agitated. These are simple psychological practices that work to pull people back to the present moment by directing attention to the immediate environment. Typical exercises include naming five colored objects that you can see (e.g., green couch, black dog, gold lamp, white door, red rug) or identifying four things that you are hearing, seeing, feeling, and smelling (e.g., hearing birdsong, seeing chair, feeling chenille upholstery, smelling neighbors' cooking).

Finally, the active listener has to pull the entire package - receiving the message and acknowledging its receipt - together, in the moment. It can be challenging!

6. Integrating multiple sources of information.

At the very least, you are both listening to words and watching body language. You may also be listening to multiple people at once, communicating on multiple platforms simultaneously, or listening while also taking in visual information, such as building plans or sales projections.Figure out what helps you listen best. Do you need information in advance? A "processing break"? A chance to circle back and confirm everyone's understanding? This is another situation where it can be helpful to have another person taking in the same information, who can fill you in on what you might have missed.

7. "Performing" active listening (e.g., eye contact, nodding, appropriate facial expressions).

If you have a natural poker face, or find it easier to pay attention to people's words if you don't make eye contact, share that information with your conversation partner, and thank them for accommodating you. Do extra repetition to make up for the lack of nonverbal communication. You may want to practice better performativity skills, but don't add that mental burden to important conversations. Ask a five-year-old to tell you about their favorite superhero, then practice acting like you're listening.

Please note: This list is not intended to be diagnostic instrument, but if any of the skills listed above seem truly difficult to you, you may want to consult your doctor. Scientific understanding of these processes, from the sensory organs to the brain, has expanded greatly in the past years. Many successful adults have discovered mid-career that they have undiagnosed sensory, attention, information-processing, or other disorders than can impair listening ability.

For each of these subskills, there is also a range of natural ability, and your life experience may have enhanced or muted this potential. We know, for example, that music training improves auditory processing skills, and acting or improvisation training improves your ability to "read" people and perform the role of an active listener. Having power, by contrast, decreases your ability to read others and accurately grasp their message - don't let this happen to you!

Listening is vitally important, sadly undertaught, physically and mentally taxing, and in the aftermath of Covid-19 has never been more difficult. As we close in on a third year of unprecedented upheaval in work and life, employees and managers alike have more questions than ever - concerns that they may find it difficult to articulate for a variety of reasons, from mental fog to the sheer novelty of the situation.

When this happens, take a moment to listen closely. Consider the questioner, not simply the question. Now is the time for leaders to really listen, understand the context, resist the temptation to respond with generic answers, and recognize your own listening limitations - and improve on them. Have compassion for yourself - you can't scream at your own brain like a drill sergeant and whip that raw grey matter into shape. What you can do is recognize your weak points and make the necessary adjustments.

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Listening is a skill that's vitally important, sadly undertaught, and physically and mentally taxing. In the aftermath of Covid-19, particularly with the shift to remote work and the red-hot job market, it's never been more important - or more difficult - for leaders to be good listeners.

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Forbes: A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier

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Forbes: A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier

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A company replaced all of its managers with coaches. Employees became 20% more productive–and much happier | Fortune

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Our managers were all replaced with coaches, with a ratio of one coach per six employees.

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PsychologyToday: Why Does Coaching Work?

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PsychologyToday: Why Does Coaching Work?

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Online: My Website, Instagram, LinkedIn, Twitter

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Why Does Coaching Work? An Evidence-Based Perspective

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HBR: Coaching Your Team as a Collective Makes it Stronger

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HBR: Coaching Your Team as a Collective Makes it Stronger

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Teams are the engine of the corporate machine. They bring together diverse sets of skills to solve problems, innovate, and execute strategy. They're also where the work experience is shaped, and where culture is experienced real time. Teams generate opportunities for newer employees to learn and help solve problems, and for more senior employees to share their knowledge and leverage their experience.

Despite all of this, most management systems continue to focus on individual employees. This is particularly true of coaching, which until recently has been considered primarily a one-on-one practice designed to deliver better individual performance and job satisfaction. There's nothing wrong with that - good individual coaching is an immensely valuable management skill and, when done well, has elevated performance of many individuals. But no matter how effective employees are on their own, they can only contribute to the real power of the collective if their managers provide them with quality support and coaching as a group.

A Team-Based Approach

Leaders can close this gap by embracing the practice of team coaching, which shifts the focus from individual performance to collective impact. In this environment, a leader's role is to support the team as an organic unit, providing support and guidance, setting routines and practices, and creating constant opportunities for group learning.

The team-coaching approach encourages team members to go beyond their roles and understand one another's strengths, weaknesses, and aspirations. Members are encouraged to build stronger relationships themselves, not just one-on-one with their manager. They're also challenged to sharpen their collaboration skills, to hone their ability to collectively take ownership of and solve business challenges, and to address any team-related issues that may arise. The approach creates an environment of agency and accountability, with a healthy balance between challenges and support.

In our work as educators and practitioners, we've studied, led, and worked with teams using the tools and techniques of team coaching. Below are the three we've found to be the most important for fostering accelerated learning and successful outcomes.

Problem-based coaching.

There's a natural instinct among team leaders to step in and take over as problems and challenges arise. But in a team-coaching environment, leaders treat problems and challenges as opportunities for real-world learning and growth that all team members can - and have to - take advantage of.

One place that employs this approach effectively is the Osler Internal Medicine Training program at Johns Hopkins, where, from day one, first-year doctors are expected to "own the patient experience" as they make their rounds, with the more-experienced physicians on the team serving as their guides and coaches. It's a mandatory arrangement: With a first-year doctor at "the point of the wedge," everybody discusses and assesses the situation, provides perspectives, and proposes solutions. The most senior doctor on the team listens in, finding out what team members know and asking questions - and, of course, making sure that everybody's assumptions and decisions are sound. Although this approach requires a little more time and energy up-front than having the senior doctor simply step in to solve problems, the long-term benefits - accelerated learning, increased confidence, team spirit, a collective investment in the work - are substantial.

Coach, don't tell.

A second and related leadership technique is based on the Socratic-method of teaching: Team leaders use questions, not answers, to invite and shape how team members understand situations and solve problems. It takes restraint and practice to learn how to formulate questions that prompt insights and shift thinking, but when leaders have mastered this skill, it can become a powerful management technique.

In employing this approach, it can be useful for leaders to develop a list of questions to ask. For instance: "What have you tried thus far?" "What's working? What's not?" "Is there a different way we could frame the problem?" "Do you have all the data?" "What assumptions are you bringing to the problem?" "Who does this well? What would she do?"

When team members respond to these questions, leaders often gain immediate and important insights into how well their teams understand the work, and where additional support may be required. We've worked with several client organizations and executive-leadership teams that that have employed this approach very successfully. "Not only does practicing this method deepen team learning around specific customer challenges," a manager at a leading professional-services firm told us after using the approach, "it focuses the whole team on exploring issues more thoroughly, possibly unearthing previously overlooked errors and incorrect assumptions."

Treat both successes and failures as opportunities to learn.

This approach transforms the work dynamic. When team members understand that successes and failures are both considered opportunities to learn in a no-blame environment, they become more willing to test the boundaries of what's possible, to challenge assumptions, and to admit when things have gone wrong. This makes it easier to learn and pivot from mistakes, which in turn enables faster and cheaper failures, and bigger breakthroughs.

For this approach to work for teams, all members need to be given the chance to contribute, because some are likely to notice details and patterns of behavior that others are blind to. It can take time to expose those details and patterns, because they can be buried several levels down in the ingrained thinking and behavior of an organization. So another key to this message is to encourage everybody to repeatedly ask the question "Why?"

The U.S. Special Forces have successfully adopted this approach. After every mission, they conduct an after-action review (AAR), during which team members are invited to provide their perspective on everything that went right and wrong, without assigning any blame, and then before their next mission they conduct a pre-action review (PAR), during which they consider how what they've learned in previous AARs might be applied to the new mission. (For more on AARs, see "A Better After-Action Review," by Angus Fletcher, Preston B. Cline, and Matthew Hoffman.)

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Teams today are having to learn how to deliver results in shorter cycles with fewer resources. They need leaders who can help them learn collectively from their successes and failures, optimize their performance, and adapt quickly to changing demands. Leaders who adopt the approaches to team coaching that we've outlined in this article are well positioned to achieve this, and in so doing can successfully differentiate their businesses by drawing on the remarkable power of the collective.

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Coaching Your Team as a Collective Makes It Stronger

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Until recently, coaching was considered primarily a one-on-one practice. But no matter how effective employees are on their own, they can only contribute to the real power of the collective if their managers provide them with coaching as a group.

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INC: Here's How to Coach Your Directs to Their Greatest Potential

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INC: Here's How to Coach Your Directs to Their Greatest Potential

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HBR Podcast: What Great Coaching Looks Like

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HBR Podcast: What Great Coaching Looks Like

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Richard Boyatzis, professor at Case Western Reserve University, says that every professional can benefit from having a coach — and serving as one for someone else. He says that a coaching relationship moves beyond mentoring or sponsoring in that it focuses on long-term values and aspirations. The be…

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HBR: Every Manager Needs to Practice Two Types of Coaching

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HBR: Every Manager Needs to Practice Two Types of Coaching

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Every Manager Needs to Practice Two Types of Coaching