Small grouping coaching requires extended skills from one-to-one coaching.
In six years of running many pods run by many coaches, and having accredited more than 30 Fastlead coaches, we’re learned a thing or two about what it takes to make a great small group leadership coach.
Part coach, part facilitator, with the ability to switch seamlessly but deliberately between the two, over the years we’ve developed (with the help of our coaches) our Eight Principles of Small Group Coaching.
Are you up to the challenge of small group coaching. Audit yourself against the following eight tests.
Or ask us for the extensive Fastlead accreditation briefing document here.
Principle 1 – Make the learning applied
The Fastlead execution of small group coaching is designed for frontline leaders and managers. This group needs “news they can use”. Getting insights from the discussions is only the first part of successful small group coaching. Ensuring the “so what” and ”now what” questions are answered, and then applied back in the workplace, is the second critical success factor.
If the learning doesn’t get applied, then we have failed to deliver against our objective.
Principle 2 – Why before the What and How
Fastlead pods have a 13 topic curriculum. If the coach and the participants haven’t arrived at some sense of how the content is contextually relevant to the participants in the coaching pod, then there is little point in pushing through the content. The “why” frame is absolutely critical, particularly given how under pressure and extremely busy most frontline leaders are.
Knowing why they are doing something significantly improves the likelihood the participants will actually do it.
Principle 3 – Establishing response-ABILITY
There are many reasons frontline leaders give for not being able to make a change, but we do not indulge the participants in an “it’s all pointless” copout. We focus on how to build their ability to respond, and make something happen, no matter what the circumstances. In other words, we focus on their response “ability”. As leaders, whatever the reality they face, they can still identify goals and options that are worthwhile.
Participants need to operate inside their sphere of influence, and focus on things they can do to make a difference; they must avoid a defeatist mindset.
Principle 4 – Equivalency of effort
The concept of Fastlead is that the three participants in every coaching pod demonstrate key leadership skills through the program, including collaboration, sharing responsibility, and taking responsibility. It is critically important that the three participants in the pod contribute evenly in order to get the desired outcomes.
The design is about collaborative learning. The coach has the responsibility to ensure that this environment is in place in their pods.
Principle 5 – The answer is in the room
People are often conditioned to expect all the learning/answers to come from the “front of the room”. Fastlead is designed to be completely interactive and experiential, and to form strong facilitation and coaching skills in the participants. Our key principle here is that the answer is already in the room – the three participants can generally be relied upon to develop a good best practice approach after being encouraged by their coach to fully explore the pros and cons of each suggested option.
This is coaching not mentoring. There are no prescribed right answers. We want participants to “discover” their own truths and their own solutions. Building their confidence that they can find the right solution “on their own” is a critical success output of the program.
Principle 6 – Generative questions are key
There is a big difference between “facilitation” and “training with leading questions”, and the asking of generative questions falls into the first category. In the second category, questions are categorized by the coach knowing the answers to every one of their questions, which then make these questions restrictive. It’s merely an indirect way of “telling” and has a similar impact. Typically there’s one “right” answer in the coach’s mind and participants will quickly work out that you already know it and are simply leading them there.
Fastlead is not a teaching and preaching design. It’s organic, exploratory, and owned by the participants. As their coach, we assist learning and problem solving.
Principle 7 – Real Play it
The purpose of the Fastlead design is to allow the participants to practice techniques and conversations in a safe environment. This means that any action they are hoping to take outside the coaching pod will have first been practiced and then dissected in the pod. As a Fastlead coach, you are expected to real play critical conversations, playing the other person.
A key principle of Fastlead is that practice in a safe environment builds confidence and capability. Plus, we need not only to help participants practice in the coaching pods, but help them learn how to practice outside the pod.
Principle 8 – Be the change we are trying to create**
Most participants embarking on a Fastlead program are taking on their first leadership role, and undergoing the first really challenging professional transition. Often, Fastlead is their first experience of leadership development. Typically, while you are their Fastlead coach for six months, you are the critical support mechanism, and they will watch what you do and how you do it closer than you might imagine. How you conduct yourself contributes to how they conduct themselves.
Whether you like it or not, you’re likely to be a key role model in their leadership journey for a long time to come (well after the sessions have been completed). You will either show them the power of coaching, exploration, and collaboration, or instill a sense of dependency that will hold the participants back for years to come.