Translated from 日本語 • View original Colorkrew (hereinafter referred to as "Karakul"), which is flat and has no hierarchy, does not have a boss.
Instead, there is a system where you nominate your own coaches, but this time I would like to write my thoughts on "coaching", which is an eternal issue for all organizations.
This is my way of thinking, so I think there are many parts that are different from many coaching experts, but I will think about coaching from a practical point of view.
Coaching is Not Teaching
As is often said, coaching and teaching are two different things.
However, even if you know it in your head, it is common for you to try to coach and teach.
Teaching is "teaching knowledge and skills unilaterally".
My definition of coaching is as follows.
"To assist in the growth of members and the goal of work to the fullest of their strength."
Mixing with Teaching
However, many coaches may realize that if 100% of communication is done through coaching, it will not be able to exert the maximum effect.
I believe that the only time you can become an "assistant" of 100% coaching is through executive coaching.
Depending on the level of the members, the optimal degree of the teaching mix will change.
For new employees who have the highest percentage of teaching, mix about 20-30% of the teaching.
The important thing here is that the teaching ratio should be kept at 30% at most.
If you do more than that, the quality of communication will change from coaching to teaching.
Why Do You Need a Teaching Mix
In a word, it is to "broaden the prerequisite field of view" and "increase the field of view".
I'll give you a simple example.
Suppose there is a member who is about to work in the world.
But this member only knows Japan. There is no knowledge that there are overseas.
In short, it is a state of "insufficient prerequisites".
In such a case, first teach the "concept of the world" to broaden your horizons.
On top of that, we will teach you Japan's position in the world and that you must know the general situation and relationships in each region of the world.
The important thing here is that the coach teaches to "broaden his horizons", and the content must be learned by himself.
In other words, what the coach gives is an "opportunity", not a class.
Rather than teaching, it may be closer in meaning to creating opportunities for learning.
Conversely, teaching is useless for members who do not need to broaden their horizons or increase their perspective.
Preparing to Start Coaching
After the coach gives the trigger, the members need to learn it on their own.
Only then can you start coaching.
Some things you learn on your own are big and some are small.
If you are going to learn something big, it is better to take plenty of intervals.
If it's small, you can learn and move forward on the spot.
Finally Coaching
It's finally time for coaching.
I wrote in detail about the specific methodology in the previous article "Nakamura-style coaching will be published!", so I hope you will refer to that.
https://blog.colorkrew.com/nakamura-like-coaching/
Members and coaches identify the "ideal state" based on both fundamentals and skills.
The key here is not to impose.
Teaching is about making members know that this is right, so in a sense it is an imposition.
Let's persistently think about what we should be and take the lead in our members.
You may hear voices saying, "The members can't think," but I'm going to put up with it a lot.
If you don't think through it and make a decision, everything else will go wrong.
We aim for what the team should be like, not only for the members to be satisfied with themselves, but also for the coach to objectively look at it and think, "This is good!" This avoids the risk of being smug and setting meaningless goals.
People only do what they are comfortable with
The reason why I insist on "making my own decisions" so much is because people only do what they are comfortable with. No one is convinced by what others have decided.
Only when people make their own decisions can they become independent and exert their power.
At the beginning, I wrote that I would "bring out the power I have," and this is exactly what I need.
A good coach is good at tsukkomi
Once you have a specific goal and activity plan, the coach will accompany you and devote yourself to your assistant.
The main characters are the members.
The coach is in the position of a coach who calls out from the car at the Hakone Ekiden.
What they tell the members is,
Current time (current situation)
Is it a good feeling?
Ganbare! Cheering
is.
Coaching is almost the same.
With fixed-point observation, the two of them grasp the current situation and objectively tell them whether they are in a good mood and whether they are behind their own activity plans.
And the important thing is to cheer with a warm heart, saying, "Ganbare!"
When you're getting too carried away, you need tsukkomi. Overconfidence (false perception) is dangerous.
And vice versa. It's also not good to be too unconfident. If you are making an effort but not achieving as much as you expected, send a cheer that will give you confidence.
Assisting in stabilizing your mind so that it is neither too high nor too low in this way is almost the only important role in everyday coaching.
When you say something difficult or difficult for the members to accept, it's when you're in good shape. When you're not feeling well, you can just raise your feelings.
Timing is important, not just saying what you think on the spot.
Keep in mind that sometimes you may even have to wait months to tell them, even if you are aware of it.
Evolve by 0.1% every day
**Continuation is power. **
People who evolve 0.1% from yesterday every day will double their skills in two years.
Rather than the type whose motivation rises and falls, people who accumulate steadily will eventually be able to "definitely" reach a higher level.
A good coach can be said to be a person who can focus on continuing to ensure this "continuity" with the two members.