Formal and informal Coaching

Does a formal approach to coaching sit comfortably with an informal approach?

Sometimes the circumstances might call for a period of extended coaching over time, typically 6-9 months.

Alternatively, a one-off ten-minute coaching conversation next to the water cooler or at the desk might be all that is required for an individual to be able to move forward, resolve a problem and feel more confident.

Many successful organisations are now introducing coaching as a formalised process, using trained internal coaches to coach individuals over a period of months, and involving two or three-way contracting (with the line manager) to align on agreed outcomes, confidentiality etc. This can be a very effective approach to business coaching, particularly when the coaching requires a more specialised coaching skill set than the line manager has, and where circumstances allow more formalised longer-term coaching interventions. Typically, coaching in this case would consist of 4-6 formal 1:1 sessions of at least an hour each, over a period of a few months.

On the other hand, it is essential that line managers do not abdicate their own responsibility for the coaching staff. Managers coaching daily in the line, even if it is just for a few minutes at a time, can have an enormous, positive impact on the morale, motivation, and performance of their staff. Typically, coaching in this case would consist of brief 5–15 minute conversations on the shop floor, at a desk, walking a corridor etc and would be light touch and informal.

Informal coaching, as typically undertaken by the line manager, will tend towards having some directive elements such as suggestions or advice, which essentially is less effective than the non-directive approach of just asking questions and challenging the thinking of the individual. However, most line managers are not sufficiently trained in coaching skills to make the subtler (and more effective) non-directive approaches work, particularly in the 5-15-minute time frame available for informal coaching by managers. However, that shouldn’t prevent them from trying!

There will also be opportunities for the line manager to coach staff more formally in monthly 1:1 meetings and appraisal/review meetings, for instance. Often such meetings are typified by the manager speaking for the majority of the time, giving their own opinion and directing the conversation. This is usually less effective than if the manager agrees on the agenda, and then coaches the individual to steer their own course towards outcomes that they take responsibility for and as such are more inclined to action themselves.