When I wrote my book ‘Leading People - a practical toolbox for managers’ in 2019 we had no Coronavirus and I was hot about 1-on-1’s. 18 months on and I’m even more passionate and convinced that this is an essential ‘big rock’ in our current environment. Read my post outlining six benefits to investing time into 1-on-1’s..

I’m all about connection. Anyone who’s worked with me knows that. In workshops, in person, on the sports field, I love to connect with people. As we grapple with the ongoing impacts of this pandemic, I want to share a few reminders of how we can continue to connect 1-on-1 in simple and effective ways…

I really admire the coaching leadership approach shown recently by Greg Foran, the new CEO of Air New Zealand, when he asked his customers three questions. Not only is it very smart and simple to ask your most regular customers what could be improved, but it gives me a clue to his style of leadership. It is tempting for new leaders to pretend they will bring the answers, but a great leader knows that all the insights already lie with the people who care the most, the staff and the customers.

“To get the best out of people, we have to believe the best is in there – but how do we know it is, how much is there, and how do we get it out?” ― Sir John Whitmore

It can sometimes be a struggle working out what a coaching conversation actually is and what sort of topics you can use in these conversations. My answer is that anytime there is an opportunity to tell an employee how to do something, you could turn that into a coaching conversation. If you can listen well and ask questions, you can help uncover what it is a person needs to help improve their performance or change an expected outcome.

"Coaching focuses on future possibilities, not past mistakes” - Sir John Whitmore

If that isn’t a strong enough reason to coach your people, I don’t know what is. People leaders learn from other leaders and managers around them. It’s that simple. Focusing on the day-to- day experiences that get you interacting and engaging with your people is a must for all leaders. It’s not enough to just employ people based on their previous job experience and trust that they will know what to do in an organisation. Managers need to show how they would like their direct reports to manage their people by demonstrating the skills and tools themselves.

If you still are trying to work out what coaching is and how it can assist you in leading people, then take a few minutes to read this. Coaching is a just another way of having a conversation. It is aimed at developing the thinking, competence, and autonomy of the person being coached. The concept of coaching as a technique has been around for almost 50 years, but I am constantly surprised that many managers with direct reports aren’t using this important tool to their advantage.

When a 1 on 1 with a direct report comes around, remember: the most important task in your calendar is to be present, right now! You have both put aside the time to be here and meet. It isn’t urgent, but it is critically important. Use the time you have put aside for the intended purpose. Shut the laptop, turn your phone off, and move these devices aside.

I have definitely benefited from being coached by colleagues, as well as from coaching others in training workshops. In many ways, I get to practise being coached by participants every time I deliver workshops on coaching as a tool for managers. But the benefits of coaching can only be realised when the coachee owns the goal.