The ability to be an encouraging coach is a fundamental skill in many different industries and job functions. Whether you work in the electronic industry or the health industry, whether you are a regional manager or a registered nurse, the ability to effectively coach others is a highly sought after skill.
With an understanding of SOCIAL STYLE, those who take on the responsibility of coaching are better equipped to:
- Adapt criticism to be delivered in a way that is most constructive and useful to the respective audience
- Influence and motivate staff and fellow employees to help achieve imperative goals and objectives
- Inspire others to help them achieve their greatest potentials
Versatility can help coaches to respond to the distinct needs and preferences of coachees from diverse backgrounds.
According to a global survey by SuccessFactors and Oxford Economics, millennials want more coaching and feedback, and in fact, millennials want feedback 50% more often than other employees. Another survey, conducted over the course of nearly six decades points out that millennials also have a higher need for praise in order to feel motivated at work.
How does Style affect those being coached — the “coachee”?
- Individual Styles affect the way those being coached see the world, the priorities they value, and the way they expect to be treated.
- Style affects the way coachees make decisions, their outlook on risk, and how they manage their time.
- Versatility teaches coaches to see their own behavior from the outside, through the eyes of the people they coach. This is exactly the kind of adaptive approach needed in today’s global and multicultural coaching environments.
The SOCIAL STYLE model can help coaches to answer critical questions about coachees’ behavioral preferences, including:
- How does each coachee prefer to communicate and to be communicated with?
- What are the fundamental needs of each coachee’s personality?
- What common challenges are faced by people with different Styles?
- What are signs that different coachees are uncomfortable in coaching sessions?
- What are the common areas of potential growth for people of different Styles?
The most effective coaches are those that inspire and motivate those that they are mentoring. People want to grow and to climb the corporate ladder, but they will only view coaching as constructive and positive when they find it useful. The problem is that different Styles finding different information useful and applicable. The same coaching delivered to both an Analytical Style person and an Expressive Style person will be perceived very differently, and likely only one of those people will find the coaching completely productive and helpful while the other may not resonate with the information presented to them.
Highly versatile coaches are able to adapt their SOCIAL STYLE to meet the needs of those they are interacting with. Versatility allows us to assess others behavioral styles and adapt our own natural tendencies to meet their preferences.
According to TRACOM Research:
- 83% of managers agreed that Social Style training has helped them to be better coaches or mentors.
- 82% of respondents report that it’s become easier for them to give coaching feedback to people, even if the feedback is negative, and that people are now more receptive to their coaching feedback.
- One study in particular found that Social Style has helped 96.9% of participants to be more effective coaches.
There are many people who occasionally coach others as part of their job. While they may be successful in coaching most of their peers, there seems to be a handful of people they fail to connect with. “Why is it that the same advice that hundreds of people have found useful, these few individuals don’t seem to be impacted by?” “Why am I not reaching them?”
SOCIAL STYLE is the most applicable and useful tool for helping us understand others. Once we understand SOCIAL STYLE, we can assess others behavioral patterns, and adapt our messaging to one that will successfully resonate with them.
According to TRACOM research, the vast majority (95 percent) of SOCIAL STYLE participants have applied their knowledge of Social Style when coaching others. Of those surveyed, 98% of respondents agreed or strongly agreed that “To effectively coach others, it is important to build a good relationship with them.” The International Coach Federation also agrees and one of its core coaching competencies is “Establishing Trust and Intimacy with the Client (person being coached) — the ability to create a safe, supportive environment that demonstrates respect for the client’s perceptions and learning style.” Knowledge and use of Social Style helps create that environment.
Giving your staff the ability to be the most effective coaches has a ripple effect which creates an organization inspired by their leaders and peers who work hard to grow, but also work hard to develop those beneath them. A motivating coach can be transformational to an organization. When a business has given their staff the ability to make positive impressions on others through appealing to their SOCIAL STYLE they are unstoppable.
Coaching Research and Resources
Reseach finds that as a result of SOCIAL STYLE training, 82% of respondents say that it’s easier for them to give coaching feedback to people, even if the feedback is negative. Understanding SOCIAL STYLE has helped 96.9% of participants to be more effective coaches.
Learn how you can apply SOCIAL STYLE and Versatility concepts during coaching to enhance relationships with those you coach or, at the very least, to ensure that Style differences do not get in the way of successful and productive coaching.
GROW is an acronym for a four-step process of Goal, Reality, Options and Way Forward. This whitepaper looks at how GROW and Style can support and enhance individual and organizational performance.