What can I do today to make my people more valuable than they were yesterday?


“A manager is a title, it does not guarantee success. Coaching is an action, not a title and actions will result in successes!”

What’s the benefit of using coaching questions instead of advising or telling in a JFC management role? Quite simply, questions hold the power to cause us to think, create answers we believe in, and motivate us to act on our ideas. Asking moves us beyond passive acceptance of what others say, or staying stuck in present circumstances, to aggressively applying our creative ability to the problem.

Questions also redefine relationships between people — when I am “advising” or “managing,” I am the expert. But when I’m “asking” you for your ideas, I’m a peer. Questions honor you as a person and communicate your value as an equal.

And because this asking approach changes the relationship, it also changes you. Think of an instance when you left a conversation thinking, “Well, that was one-sided! The whole thing was about him.” We all hate it when others can’t stop talking about their own thoughts and ideas-but we’re blind to how often we do it ourselves.

The coaching approach forces your conversations to become less about your thoughts, your input, and what you think will work. You start listening-really listening-to the other person. You decrease what you say, so that others can increase. And that’s where the magic happens: the more you listen, the more you see how capable they are, how much they can do with a little encouragement, and what wonderful solutions they can discover on their own. The more you ask, the more they grow and commit to the solution.