Coaching Up and Coaching Out

by Laura Osborn Crothers, Crothers Consulting

In a recent study, CEOs only rated 38% of their mid-level leaders as “very good” or “excellent.” Clearly, there’s a disconnect in employees being groomed to possess those leadership qualities and current leadership. To rectify this, creating specific strategies to build strong leaders within the company is the first step. We believe that implementing a culture of coaching is a proven way. ​

This is demonstrated by equipping leaders with coaching tools so that they can prepare the next generation to be successful.  You may have heard that great leaders grow other leaders, a mindset we strongly believe in. 


Coaching employees “up” can yield growth, change and improvement along with providing appreciated strategic communication. It will also reinforce high-performing employees, which is a critical function of people management for retention. 


Just as important as coaching “up” is in an organization, sometimes coaching “out” is a necessary approach. Coaching “out” with dignity, respect, and clarity can also be the right thing to do for the company, the department’s culture, and often the employee. Coaching them “out” is the process of giving them necessary and consistent feedback until it is crystal clear the employee “cannot” or “will not” be able to perform the job. The manager coach will continue to provide feedback until it’s clear. 


There are four key behaviors of an impactful coach. 
1. Discover, clarify, then align what the individual needs/wants to achieve with what the company’s goals and objectives are 
2. Encourage self-awareness by asking questions and providing feedback 
3. Help the coachee come up with their own solutions and strategies 
4. Hold the coachee accountable for behaviors and results 


What you didn’t see on this list is problem solving and giving advice, which many managers tend to default to, but in coaching it’s about helping the employee own their challenges and take responsibility for their actions, not giving them answers and advice. 


Three foundations for coaching to be successful: 
1. They drilled into us at CTI (Coaches Training Institute) that the coach needs to abide by the basic principle of holding the employee as creative, resourceful, and whole. Essentially the coach needs to have the basic belief that an employee has the potential to solve their own challenges and change their behaviors if given the opportunity and support. 
2. The coach needs to build a trusting relationship with the coachee, so that they can be honest and open with each other. 
3. The coach needs to be a skilled communicator. This means they are able to have effective conversations while using open-ended questions to learn. Equally necessary, they can give and receive feedback. 


A well-known coaching structure by Sir John Whitmore is the GROW model. This helps the coach guide the conversation in four unique stages by learning possible questions to ask at each GROW stage. The coaches on our team utilize this model in their practice. 


Like all new processes, coaching “up” and coaching “out” will take practice and require feedback for new manager coaches to change behavior from advising to coaching. Many organizations, both small and large, have strategically been investing in developing a coaching culture for years now. This not only works to address the skill gap of rising manager, but also benefits employees at every level.