accelerate our thoughtful interaction as teammates, what are you willing to do and will do immediately to accelerate this? Let’s get back together tomorrow. I want to give you some time so we can return together and really thoughtfully engage on this topic.” The time to reflect does a wonderful job to the coaching process, and what it accomplishes is it removes that typical “Yeah, but —” response. The time gives them an opportunity to think, and you create what is called an anchoring question, such as, “When we get back together, I want to hear two things of what you’re going to specifically do to accelerate this” or something to that effect. 6. Permission + Share + What If you happen to have someone who’s defensive or if your style is more candid, a great technique is to ask for permission and use something called the Sword when providing feedback and coaching questions. For example: “John, would you mind if I shared with you an opportunity (Permission) of where we could insert ourselves as more positive teammates, and the last thing I want to do is assume where you’re coming from and I would love to hear from you what you’ve been doing and where you feel like you could honestly improve (the Sword).” After asking for permission and using the Sword, you can then insert your ‘what’ questions such as: “What do you feel are your strengths, and what do you feel like your areas of opportunity to grow are specific to being a great teammate?” 7. What + Their Motivator One of the best things a leadership coach can facilitate is conversation where people can improve in direct correlation to their motivator. Let’s make this example easy assuming someone wants to be promoted into a management position yet is not being a great teammate. The key to this model is to lead with a ‘what’ question and a direct correlation to their motivator such as: “John, what if you were to engage with your teammates more thoughtfully and openly, inspiring them, motivating and supporting them going forward. How might that serve your specific goal of becoming a first-time manager, and what assistance do you need from me?” Looking at that question, it’s a mouthful. It will really get that person thinking because the motivator brings in the emotional attachment to something called change that most people avoid.
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