As you look at the Pathfinder results for your team, you may realize individuals that are excellent contributors in many areas are having difficulty in one or a few of the key elements of a Pathfinder.

While not everyone is, nor should be a Pathfinder, every individual can improve in specific areas.

While most managers we have worked with are well-intentioned and can give good feedback on what isn’t working or needs improvement. However, when to comes to how that person can improve—they often lack the ability to coach an individual to improve in a given area.

Research by Julia Milner and Trenton Milner has found that many managers believe they’re skilled coaches, but in reality, they’re often just instructing employees on what to do.

[W]hen initially asked to coach, many managers instead demonstrated a form of consulting. Essentially, they simply provided the other person with advice or a solution. We regularly heard comments like, “First you do this” or “Why don’t you do this?”

According to leading executive coaching figure Sir John Whitmore, coaching is about “unlocking a person’s potential to maximize their own performance” rather than merely imparting knowledge. Done correctly, coaching can increase employee engagement and motivation, as employees tend to thrive when they can bring their own expertise to a situation.

So how do you become a coach so you can help your people improve as a Pathfinder? A great book on the subject is The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by Michael Bungay Stanier. Here are some of his main lessons:

Develop a Coaching Habit

Becoming a successful coach is about cultivating habits that foster effective conversations. Stanier encourages managers to shift from an advice-giving mentality to asking insightful questions that empower individuals to find their own solutions. By resisting the urge to offer immediate answers, you create space for individuals to develop their problem-solving skills and self-efficacy.

The Kickstart Question: “What’s on your mind?”

Stanier suggests starting conversations with the open-ended question: “What’s on your mind?” This invites people to express what’s currently most important to them, creating a fertile ground for coaching. It also communicates your genuine interest in their thoughts and feelings, establishing trust and fostering a meaningful dialogue.

The AWE Question: “And what else?”

The ‘AWE’ question is another powerful tool to deepen the conversation and uncover more insights. By simply asking, “And what else?” you challenge people to think deeper and explore their issues more thoroughly. This question helps uncover hidden aspects of the problem and can often lead to ‘aha’ moments.

The Focus Question: “What’s the real challenge here for you?”

This question helps to narrow down the broad issues often uncovered by the AWE question. By focusing on ‘the real challenge,’ you guide the coachee to identify their main obstacle, enabling them to formulate targeted actions.

The Foundation Question: “What do you want?”

Stanier emphasizes the importance of recognizing desires and aspirations. By asking “What do you want?” you encourage individuals to clarify their objectives, needs, and dreams, which can be crucial for making informed decisions and setting a clear direction.

Establish Boundaries with the Strategic Question: “If you’re saying Yes to this, what are you saying No to?”

Stanier introduces the concept of ‘strategic decline.’ Every time we say ‘yes’ to something, we’re inadvertently saying ‘no’ to something else. Recognizing these trade-offs can help individuals make more strategic decisions, manage their resources better, and prevent burnout.

The Learning Question: “What was most useful for you?”

After each coaching conversation, Stanier suggests asking, “What was most useful for you?” This reflective question helps individuals to consolidate their learning and recognize the value they’ve received. It also provides coaches with feedback on their effectiveness and areas for improvement.

“The Coaching Habit” is not just a book; it’s a practical toolkit that transforms everyday interactions into opportunities for growth. By asking the right questions, you can create a learning environment that encourages autonomy, stimulates critical thinking, and cultivates a culture of continuous development. As Stanier concludes, the most effective leaders are not those who have all the answers, but those who ask the right questions. Implementing this coaching approach in your own leadership style can lead to more engaged, self-reliant, and innovative teams – and develop even stronger Pathfinders.