Why do I need Coaching?

 

” Who, exactly, seeks out a coach?…. Winners who want even more
out of life.” Chicago Tribune

Last week I received an email from one of my clients. Here is what she said,” our coaching sessions have been very useful. It made me look at my work approach in a different way and gave me new insights and perspectives of handling my role effectively.”

My client is a senior leader with one of India’s largest Insurance company. A dedicated, hardworking, result oriented person.She is a consistent performer.

Looking at her credentials and her performance one may wonder why she needed a coach.

Why do I need coaching?

Her managers brief was simple. He wanted to ensure that Revathi( actual name changed) could scale up, as her responsibilities grew.

Revathi herself was also concerned when her manager proposed coaching for her. She was consistently performing and achieving all her targets. Her team was happy with her, her stakeholders never complained.

Revathi’s performance was good for the role that she was in. She worked hard, managed her team well, led from the front. But if Revathi went on a holiday, the team found it difficult to manage in her absence. Performance would plummet immediately. There would be a huge backlog of work that would wait for Revathi’s return.

This was noticed by her manager. Revathi was not good at delegating appropriately. She would delegate, but would often look over the team’s shoulder to see if they did their job. This had, to some extent impacted the confidence level of her team.

Revathi defended her inability to delegate. She feared that the team’s execution may not be perfect in her absence.She liked training her subordinates but would prevent them from making mistakes. This resulted in Revathi working round the clock to ensure the team met their deliverables.

Self-Limiting Belief

“You begin to fly when you let go of self-limiting beliefs and allow your mind and aspirations to rise to greater heights”- Brian Tracy

In her current role, she was probably considered an efficient manager. She would meet her targets and was considered having excellent delivery skills.

But her inability to delegate effectively was blocking her growth. Her manager had seen it coming, but Revathi held on to the belief that she cannot risk leaving everything to her team.

Her limiting belief had to be challenged

How Coaching helped

“I don’t look to jump over 7-foot bars. I look around for 1-foot bars that I can step over.” — Warren Buffett

The role of coaches is to support and challenge clients to be their own experts. I had to partner with Revathi and help her address her emotions.I had to challenge her to evaluate the losses of holding on to such beliefs.

Through our regular coaching conversations, Revathi’s perspective towards delegations changed. She finally understood that through effective delegation she can improve productivity and at the same time help develop new skill sets within her team.

As a coach, I had to encourage her to pick up courage and bring the new learning into action.I continued to support her through this transformation. It was not easy for her.

She took small steps to reach her goal. She was committed to the coaching process. With practice and self-awareness, she overcame her barriers to delegation.

Do you have any such belief that is blocking your growth? Then take action.

“Coaching is unlocking a person’s potential to maximize their own performance. It’s helping them to learn rather than teaching them.” _Tim Gallwey

 

 

2 thoughts on “Why do I need Coaching?

  1. Great article Shubha, very appropriate quotes. In my experience one of the main reason why people don’t want to delegate is due to insecurity issue with in themselves. They are afraid of losing control over the team, but not realizing that it is the same trait that is holding them back from growing. It is always “give and take” which creates “win win” situation.

    • You are correct Bhavani.It takes time and a little support for people to give up belief’s that hold them back from growing.

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