"The Transformational Coaching process provides a useful framework to guide performance coaching discussions in ways that open up communications and build trust. It also creates a powerful commitment to mutual learning and partnership for discovering the next best steps."
- The Heart of Coaching, page 15
"It is clear that if we are to shift people's behaviours, we must ultimately shift their underlying beliefs."- The Heart of Coaching, page 40
Crane has studied at great length the strengths and limitations [especially the limitations] of other coaching models to come up with the basis for his model. He distinguishes his method of coaching based on nine principles:
The Transformational Coaching Paradigm is one in which “feedback flows up, down and sideways throughout an organization”. No longer is coaching a top down approach that allows for the boss to coach or, in most cases, ‘tell’ a direct report what to do or how to think. This is true empowerment at its core. Crane’s method allows for a working environment of growth and fulfillment, that provides creative choices that allow for a sense of personal ownership, an opportunity to contribute to significant goals where employees are treated with honesty and coaches both challenge and support accomplishments. Wow! I want to work for an organization that follows these coaching guidelines!
"A coach acts as a guide by challenging and supporting people in achieving their personal and organizational performance objectives. If this is done as a trusted learning partner, people feel helped by the coach and the process ... help is only help if it's perceived as help."- The Heart of Coaching, page 31
The idea that a coach [boss/superior] is equal to the subordinate [employee] is truly transformational! The altering of traditional job descriptions changes the entire process of coaching; both behaviours and relationships. Built on mutual trust and respect, the end results are more resourceful and creative as well as being more likely to last. No fast fixes that last a short time when old behaviours become easier to fall back on. The longevity of new modifications is a result of true change based on working with emotional intelligence and self responsibility. By “[engaging] in candid respectful coaching conversations with one another – unrestricted by reporting relationships – … they can improve their working relationships and individual and collective work performance.”
Instead of having a boss, Crane suggests what is needed instead is a leader. Crane combines and identifies five roles that should be the core of business leadership: visionary, servant [to serve others within their organization], coach, facilitator and role model. These positions have overlapping responsibilities and they can be trimmed down to training, counseling, confronting, and mentoring. His ‘vision’ of applied leadership creates what he describes as a “feedback-rich” environment to develop and improve staff.
"Coaches need to heighten their awareness and sensitivity to the words they use, becoming aware of the emotional energy and the impact they have on people ... a single word can change an attitude."- The Heart of Coaching, page 97
Crane writes an entire chapter on ‘Coaching Language’ and another on ‘Coaching Through Dialogue’ to demonstrate to the reader how words influence, build up or tear down, the relationships we have with others. It was a fascinating look at how the listener’s expectations change depending on the speaker’s words, words which we often think are synonymous and yet are not really and therefore can have potentially disastrous results.
Using inclusive language, we or I as opposed to you, helps to build a collaborative and trusting relationship and may go a long way to diminish the defensive mechanism individuals use to resist coaching. Crane uses examples of ‘should vs. could’; ‘but vs. and’; ‘try vs. will’ to demonstrate his point that we as coaches need to be very conscientious of the words we choose and the effects they have on others. As well, the use of jargon can potentially confuse and disrupt the coaching cycle by setting up a ‘sense of exclusivity’ or elitism. Simpler is better; common language “facilitates understanding by more people.”
Crane discusses the importance of reframing situations for clients and points to this skill as being key for successful coaches. Taking common words such as ‘always’ and ‘never’ and instead using ‘sometimes’, or taking ‘can’t’ as ‘won’t’ or, my favourite, removing the word ‘mistakes’ and in its place using the word ‘learning’. These seemingly small changes will potentially have huge windfalls for both the coach and client.
According to Crane, gone are the days when business coaches direct or lecture, know all the answers, trigger insecurities using fear and/or point to all the errors. Instead, the new coach supports, listens, engages in dialogue, stimulates creativity and facilitates by empowering. What a wonderful environment for both personal as well as organizational growth!
Tom is an international consultant, facilitator, author, and speaker who specializes in assisting leaders in creating high-performance through the development of coaching cultures. He works with all levels of leaders and their teams to embrace coaching as a primary method of communication designed to enhance both individual and team effectiveness at achieving performance objectives. He now travels internationally and works through Strategic Partners in Chile, Canada, Jamaica, Asia, Australia, Mexico, Singapore, and Europe. He recently received an honor from CoachinGurus.com.
