As an executive coach, I work with leaders in organizations to help them become more effective leaders which often includes a focus on how to effectively “coach” others. I also work with organizations helping them to develop coaching cultures which incorporates developing “leader coaches” – leaders who possess a coaching mindset and lead with coaching techniques and behaviors. Focusing on this type of culture can result in higher employee engagement, employees feeling more empowered leading to more innovation and increased curiosity – not only about the company and others, but about themselves as well.

What types of behaviors or competencies are needed to be a leader coach? According to the ICF – The International Coaching Federation, there are 11 core competencies that must be mastered as part of the requirements to be a certified coach under the ICF. If you use the ICF list as a guide, it can help leaders focus on which coaching competencies to develop.

My recent piece focused on Active Listening is an essential skill within the core competency Communicating Effectively. Another skill that likely requires greater focus now and when employees return to the workplace is Establishing Trust and Intimacy with the Client, an element of the competency Co-Creating the Relationship. In this case the client is the direct report or other employee with whom you may be engaging.

One might think, why do I need to re-establish trust – we already have trust? From work I do with clients and from speaking with other professional coaches, we have seen that during this unprecedented time, some working relationships have remained fully intact, while others have strengthened. And, we have also seen clients who need some reassurance. Some feel their company hasn’t been communicating enough, or they haven’t been transparent enough. Some are fearful that their job may be changing or may even be going away. Some have said that their manager hasn’t been so understanding of their needs with the new work from home arrangements; they feel their manager hasn’t fully trusted that they are focused on their work the way they previously were when they were working in closer quarters. If you want your employees to stay engaged and perform their best for the organization, it’s important to start establishing or reestablishing the trust now, and continue to work on that when you return to the office environment.

Balancing working from home with child care, with parents who have been infected by the coronavirus, with new financial concerns, with feelings of isolation, with fear of becoming infected – the list goes on and on, it’s important to take the time to connect with your direct report or colleague and have empathy and compassion for what they are personally experiencing. This is one way to start strengthening trust in the relationship. Showing empathy, showing them that you care about them as a whole person, and not just as an employee of the company, goes a long way.

When leaders model this type of leadership, they demonstrate positive behavior that impacts the overall company culture.

If you or your organization would like to learn more about how to drive a coaching culture or more about developing coaching behaviors and competencies in yourself or your leaders, please reach out. I look forward to connecting.

“Few things help an individual more than to place responsibility upon him, and to let him know that you trust him.” –Booker T. Washington