The Uncommon Leader: Coaching in the Flow
“The uncommon leader is one who listens with intention, nudges with purpose, and shows up in every moment that matters. Coaching isn’t a calendar event or an extra task on a leader’s to-do list; it’s part of what good leadership looks like.” - Ruchira Chaudhary
Most of my executive coaching clients at the moment are being asked to do more, with less, and faster.
Sound familiar?
They are also all committed to developing themselves to be the best leaders they can possibly be for their people, teams and stakeholders.
With that in mind I valued, and will be sharing, Ruchira Chaudhary’s article in the Harvard Business Review last week (link in comments). It’s a timely and practical guide for stretched leaders who want to increase the impact of their coaching in a way that is realistic in their worlds.
In a budget-constrained environment, where investment in external development or coaching isn’t always an option, making coaching part of the everyday rhythm of work has never been more important.
Chaudhary puts forward 6 techniques for bringing this to life and I recommend reading the article in full.
But if you are anything like me, holding on to 3 things feels like plenty right now. So, drawing from my own experience, I would boil it down to the following 3 habits:
Seize the moment
Show your workings
Connect generously
None of these take a lot of time. But with some discipline, done consistently, they’ll grow your people, your culture, and your results
1. Seize the moment
As a coach, I strongly believe in the power of dedicated coaching sessions for leaders — a protected space to pause and reflect and be challenged by someone you trust.
But coaching ‘in the moment’ is equally powerful. And if you always wait for the next 1:1 to provide feedback, insight, or coaching it’s often too late to have a real impact.
Looking back on my own career, some of the most powerful learning moments happened in the back of a taxi returning from a client meeting. The best leaders I’ve worked with spotted those opportunities and asked a few powerful questions that made me think.
Leadership discipline:
Be deliberate about asking a few short, reflective questions after meetings/presentations etc — for example
What did you notice (about…/when…)?
What surprised you?
What did you learn?
What would you do differently next time?
2. Show your workings
In my early career as tax advisor, nothing was quite so dispiriting as being handed back a draft report back from a managers covered in red pen. I’d spend fruitless hours trying to decipher why their suggested changes mattered so I could better predict next time what they wanted.
Thankfully, the scourge of the red pen is mostly behind us — but the mystery of “what is my manager thinking” is still alive and well.
If you only share your thinking once it’s fully formed, your people miss a huge learning opportunity. Let people see how you’re getting there — even if it’s a bit messy. Bring them into your dilemmas, talk through what you’re wrestling with, and be honest about what you don’t yet know. Be bolder about bringing people into the decision-making forums / client meetings etc where they can observe and learn, ideally giving them an active role.
Of course, it won’t be appropriate or possible in every instance, but if you err on the side of providing exposure you will build confidence and capability — and very often, you’ll get some fresh insight in return.
Leadership discipline:
Ask yourself: What am I currently grappling with, and who could learn from being brought into my thought process?
Before heading into a meeting alone, consider: Who on my team could join and learn from this? Give them a role, then debrief afterwards with a few reflective questions.
3. Connect generously
One of the best managers I had was a natural connector. She was constantly introducing me to people — inside and outside the business — who could challenge my thinking, offer insight or provide mentorship. Those introductions expanded my network and my horizons. One became a close friend whose insight I value still many years later.
As leaders, we sometimes forget that we’re standing on a higher platform — we can see further, our networks are wider. Opening those up for our people is a powerful and generous act of leadership.
Leadership discipline
Regularly reflect on each of your team members…ask yourself who in my wider network might be able to offer them a valuable perspective or support? Make the introduction. It takes minutes, but the impact can last years.
Final thought
In a world of hybrid working, constant change, budget-constraints and not enough hours in the day — these small, intentional habits make a difference.
If you build them into your leadership tool-box you’ll not only be a better leader and coach — your people will grow, be more engaged, and become better leaders themselves.
And you will be role-modelling a coaching style of leadership that can lift your whole team and ripple through your organisation.
If you’d like to explore how to build these habits into your own leadership (or across your organisation), get in touch.
Photo: View of the Karamea River, Buller District, NZ - Emma Bartlett