coaching The importance of having a coaching


culture in times of uncertainty As the Coronavirus pandemic accelerates, we face an ever-changing landscape and an uncertain future. Everywhere we turn we are confronted by phrases such as “unprecedented”, “the new normal” and “life as it was”, write Claire Rason, Client Talk and Steve Couch, leadership teams coach


Many people are experiencing volatile and intense emotions. Business teams may be going through a rollercoaster of thoughts and reactions. Shock and denial, anger or perhaps depression, are normal reactions to change that you might notice in yourself, or others.


In the first phase of dealing with unexpected change, it is common to see behaviours which try to hold onto the past. One example of this might be “panic working”; working extra-long hours to try and convince yourself that things haven’t changed.


Empathy is important with team-members, clients and suppliers all experiencing their own different set of emotions. Coaches are used to dealing with change, and a role of a coach is to notice the behaviours and to work with them. Naming and understanding the emotions that you are feeling can help you and those with whom you are working.


Working in a coaching culture, offers the potential for more effective results in addressing uncertainty, without detracting from the need to address urgent needs and meet deadlines. The adoption of a coaching culture is not something that we should turn to when we are less busy and have greater certainty; it is powerful in enhancing effective delivery now.


What are the elements of a coaching culture? Building and maintaining rapport


Our ability to work successfully with uncertainty is enhanced by how much certainty and trust we build through rapport with those around us. We suggest sharing individual stories of how current concerns are being addressed, and explicit recognition of the uncertainties that we face in our work and wider lives. Aim to build rapport with your colleagues by acknowledging vulnerability.


To maintain existing rapport at work, consider opening virtual meetings 10 or 15 minutes early for voluntary unstructured conversations ie those that currently can’t happen at the drinks machine or in the canteen. Recognise that just as colleagues spend more or less time around the drinks machine, colleagues will choose to participate for more or less time in these discussions. We are dealing with uncertainty in different ways.


Involving everyone


For teams, inviting all team members to participate at an early stage in meetings, encourages engagement and further involvement as the meeting progresses. Participants receive a positive endorsement of their value. Doing this also helps to confirm the purpose of the meeting.


For example, at the start of a virtual call, ask team members: ‘What can we do on this call to allow you


16 businessmag.co.uk Claire Rason


to leave with a sense of achievement? Where there are many team members similar involvement can be achieved by using polls or short surveys. If you cannot easily find relevant questions, it may be that a written communication or one-to-one discussions are preferable to a whole team call.


Sensing


Note that in times of change you may be less sensitive to changes in your colleagues’ behaviour. This could be because your brain is pre-occupied dealing with your uncertainties (amygdala hijack), or because less is available to you to sense your colleagues’ behaviour – compare what you can sense on a video call and an audio call. Movement is harder to sense on a virtual call looking simultaneously at a number of participant profiles on a screen, than it is when physically gathered. There is less data available to you.


Consider what behavioural signals you are transmitting. Others may benefit if you are more animated in displaying positive reaction (eg nodding in agreement, smiling). An option for teams is to work with an experienced facilitator or team coach who can observe individual and group dynamics, provide valuable observations on perceived engagement and mood, and concentrate on opportunities that may be missed or glossed over by team members focused on the immediate conversation.


Listening


A heightened awareness of the way we listen can lead to deeper listening and help us to achieve a greater understanding of our colleagues and our clients. In the current climate, being able to listen with empathy is


THE BUSINESS MAGAZINE – MAY/JUNE 2020


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