Developing talent in others
The ability to develop talent in others is essential to creating a high-performing team and building leadership ‘bench
strength’ across an organisation. The attendant benefits – a deeper talent pool and greater staff engagement – assist in
future-proofing the organisation.
Leaders inevitably reach a point at which they need to shift their focus from advancing their own career to fostering the
growth of others in the organisation. In doing so, they find themselves becoming a coach to one or more individuals. The
skills to do this come more easily to some than to others. A skilled executive coach will help you build your coaching
How supervised coaching enhances talent development
I strongly believe that being coached is one of the best ways for someone to learn how to coach and bring out the best in others. My approach, ‘supervised coaching’, reflects this ethos.
As a coach-the-coach model, supervised coaching involves the establishment of a tripartite partnership between the external coach (me), the internal coach/leader (you) and the person whose performance or career path the leader is seeking to influence. This latter person may or may not be present at all of the coaching sessions; if preferred, they need not attend any.
The model is founded on the principles that underlie a sound approach to coaching, including assessment of needs, goal-setting, formulating and implementing a plan, measuring results, receiving feedback, and monitoring progress to sustain behaviour change.
- Have a gap in their performance as identified against the expectations of their role – they are underperforming
- Recognise and want to progress by exceeding the expectations of their role – the ‘stars’
or high-performing individuals
- Want to leverage their current position to build on their expertise and learn additional skills
with the express purpose of stepping into a bigger role
Learning the fundamental coaching skills necessary to be an effective coach is only one step in this process. The novice coach needs to develop a variety of approaches and techniques through which he/she can respond to the many situations they will face in their coaching conversations. People in the real world do not respond well to a one-size-fits-all formula. A learning journal is kept of each internal coaching session and, as part of the feedback and debrief, the external coach provides alternative strategies, conceptual frameworks and tools.
For leaders who are increasingly time-poor, supervised coaching provides a cost-effective, outcome-oriented process that boosts their capacity to foster the professional and personal growth of others.
Situations that lend themselves to supervised coaching
- A new leader who has to jump-start the performance of their team or is responsible for a direct report who has a critical role and has to step up
- A leader who has risen through the ranks but never been coached and lacks the skills and confidence to be an effective coach
- A leader who has benefited from coaching and wishes to enhance their own coaching capability
- A leader who recognises that their success depends on the achievement of objectives through and with others
- A successful leader who is nearing the end of their current career and wants to give back by developing others.