2016 has been my year of coaching. When I’m not yelling and punching stuff, I’m a leadership development consultant for a large healthcare organization. A large part of my job is coaching clinical and non-clinical leaders and a select group of physicians. I help them set goals, solve problems, guide them through decisions, provide feedback, and most importantly, I help build their confidence.
Meanwhile I’m continuing my black belt studies, both my own practice with such things as new forms and advanced self-defense, and also learning how to teach and coach other students. My instructor had been calling on me to help out since I was a bo dan, and now that I’m a black belt, the expectation is higher. At any moment I may be asked to help demonstrate a drill, teach a small group of students, referee a sparring match, coach students at a tournament, or do whatever else is needed. While it’s in the black belt’s job description, I also consider it my way of giving back to a community that’s been so supportive of me.
Is it possible to find a common thread between the leadership coaching I do during the day and the taekwondo student coaching I do in the evening? It’s one thing to scream, “Block and counter!” at a nine-year-old during a tournament sparring match and quite another to ask a physician what challenges she thinks she’ll face as she manages a high-profile hospital project with partners who are spread across a large metropolitan area…or are they more similar than I think?
In both instances I’m developing leaders (either future executives or future black belts). One of these days I know those in my care will have to go out on their own. Maybe they will someday be overseeing the opening and staffing of a new hospital, or maybe they will someday be overseeing other students in the dojang. I can’t fight their fights for them, whether in the sparring ring or in the boardroom, so I need to prepare them to branch out on their own.
I’ve identified some universal tenets we can use when developing leaders, regardless of age or level of skill:
1. Compassion. Everyone has vulnerabilities. A leader in charge of a half million dollar budget is under immense pressure, as is a child competing in her first taekwondo tournament. In either case I consider myself a caregiver and try to be sensitive to the individual needs of whomever I’m working with. You can push and stretch someone while still being kind and empathetic.
2. Listening and Observation. People need an objective gauge for how they’re doing. Focus, listening, and observation are crucial for giving meaningful feedback. I am using the same focus when I’m listening to a business client talk about their career goals as I am when I’m observing a taekwondo sparring match. I’m not waiting for a chance to speak and show off how smart I am. I’m focused on what they are telling me (and what they’re not telling me) and how I can help them based on my observation.
3. Customization. While you may choose to follow a standard coaching approach for multiple clients (or students), the individual needs and learning style of each client should be considered. I’m reminded of the categories in Dr. Paul Hershey and Ken Blanchard’s Situational Leadership model. Some people need specific direction (“telling” or “directing”) while others benefit more from being guided to make their own decisions (“coaching” or “delegating”). In some instances, through inquiry and discovery, I can guide my client to make their own decisions about what they need to do to improve their performance. In other instances, say, with young children in a sparring match, I need to be more directive, scream something like, “Back kick!” or “Hands up!” and move on without explaining the “Why?” behind the motion.
4. That Extra Push. Think of coaching as tandem skydiving. It’s scary as hell, but you know you’re in the safe hands of an expert who has your best interests (and hopefully your safety) at heart. Many of us have made the most improvement when we’ve been pushed beyond our comfort zone. The encouraging words of a boss, teacher, family member, friend, or trusted coach can make all the difference. It’s a little scary to jump off the proverbial edge, but the payoff can be incredible. A good coach is willing to support a client or a student through every difficult step…and then shove them off the edge.
5. Praise! People of all ages respond to encouragement, and research has shown that performance improves when positive feedback is given more frequently and at a higher ratio than criticism…not that constructive criticism isn’t crucial, but constantly hearing, “Don’t do this” and “Don’t do that” and “You did that wrong” can make a person become weary and discouraged. Smiles, words of encouragement, acknowledgement, and even hugs can go a long way. Reward people when they do it right and kindly correct when they do it wrong. (Except in those instances where someone REALLY deserves push-ups.)
16 thoughts on “What I’ve Learned From Coaching Children and Business Leaders”
All 5 suggestions are spot on. Great post!
Thanks so much! Coaching (in both realms) is incredibly fulfilling.
In both situations you are helping people get the best out of themselves regardless of how different the circumstances appear.
There is an untapped resource in most work environments – how many people spend their non-work hours getting involved in intense team or leadership activities that somehow don’t get translated back into the workplace? Certainly since learning to fly I’ve become ever more aware of the opportunities to grow and demonstrate confidence and team skills 🙂
Thanks so much for your comment, Katharine. I’ve learned as a coach in the workplace that many people are anxious to grow. They just need someone to give them a boost.