Speed coaching and problem solving
My experience as a consultant convinced me that this type of coaching responds to a real need expressed or not expressed by many managers within organizations. This finding is based on the following paradox: individuals in organizations have never been so interconnected, involved in groups, networks, matrix teams. Yet many managers and leaders find themselves helpless and alone with their questions, their doubts, their daily decisions.
The appearance of being part of a connected community with all the resources and support needed, hides a much more ambiguous reality. Indeed, the pressure on the results, the need for quick execution and decision making and the lack of tolerance for doubt and failure put many managers in situations of tension and extreme stress that can lead them to intense self-questioning or to situations of exhaustion and discouragement. The loneliness of the manager is not a figment of the imagination, it is a reality.
That is why, offering quick problem-solving sessions for managers is one of the responses to this type of problem. Speed-coaching consists usually of one short session (30 minutes to 1 hour): 'A problem, a session'. In preparation for the meeting, the coachee is required to send a short written outline of the situation, the challenge and the goal he wants to achieve through the coaching.
Each session will proceed as follows:
- Identification of the problem
- Causes analysis
- Solution finding
- Queries to the coachee and commitment to act from the coachee
The problems usually addressed by this type of coaching are:
- Performance Management
- Time Management
- Prioritization
- Conflict management
- Difficult interpersonal relationship
- Difficult decision
Example case
1) Identification of the problem
The coachee: "I have an employee that remains unresponsive to my requests and who does not deliver what I expect from him. I think I have tried everything I can. I do not know what to do and I need a coach to help me find a solution to address this problem."
2) Causes analysis
Role of the coach: understand the situation (history of the relationship, personality of two protagonists, what the coachee means by 'I have tried everything') and the impact of the situation on the coachee and the performance of his team.
3) Finding Solutions
In light of the analysis, the coach helps the coachee find his own solution. If necessary the coach can suggest ways and can lead the coachee out of his thinking modes.
4) Queries from the coach and engagement of the coachee to act
It is fundamental that the coachee engages himself precisely in what he will do. The coach must then validate and steer the coachee towards making the most concrete and realistic commitment possible (what will you do? When? What do you need in order to do it? What could hinder you? …).