How to develop as a coaching leader: three key skills

This article is a follow-up to our earlier text on coaching leadership, which you can find here. The article presented three essential skills that a coaching leader needs in order to develop in their leadership: asking open questions, giving feedback, and active listening.

A coaching leader asks open questions

Open questions encourage deeper reflection and discussion. To develop their questioning skills and learn to ask open questions, leaders should focus on questions that do not lead to simple "yes" or "no" answers. Open questions encourage others to think independently and find their own solutions. Below are open questions on different themes with example questions. Promoting self-awareness and reflection

• "Which goals do you currently consider most important in your career, and why?"
• "What do you see as your greatest strengths in this role, and how could we make better use of them?"
• "When you think about the most recent challenge you faced, what did you learn from it?"

Finding solutions and problem-solving skills

• "What is the biggest obstacle you face in reaching your goal, and what options do you see for dealing with it?"
• "When you think about problem X, what possible solutions have you considered?"
• "If you could try any solution to this problem without fear of failure, what would it be?"

Setting goals and planning

• "What are the most important steps you need to take to reach your goal over the next six months? What about this month, this week, today?"
• "How would you define success in this project/process?"
• "What do you need in order to achieve this goal more effectively?"

Increasing motivation and commitment

• "What inspires you most in this role/project?"
• "How can we make sure you feel valued and motivated in your work?"
• "What changes or improvements would you like to see in our team or our processes?"

Anticipating problems and risk management

• "What risks or potential problems could prevent this plan from succeeding?"
• "If we ran into obstacle X, how would you suggest we proceed?"
• "What is plan B if the original plan does not work out as expected?"

These examples represent open questions that encourage discussion, reflection and independent thinking, which is central to coaching leadership.

A coaching leader gives constructive feedback

Regular feedback is a central element of coaching leadership that helps both leaders and employees grow and develop. When giving and asking for feedback, it is important to be clear, honest and constructive. The aim is to create an open and trusting atmosphere in which both leaders and employees feel valued and inspired to develop. Below are a few concrete examples of how a coaching leader can ask for and give feedback:

• Positive feedback and encouragement:
  • "I was impressed by how creatively you solved problem X. It showed initiative and creativity and contributed significantly to the success of the project."

• Constructive feedback and development suggestions:
  • "I noticed there were some challenges in task Z. Have you considered the ABC approach in situations like this? It could help clarify communication. What do you think?"

• Assessing development and setting goals:
  • "I see a lot of potential in you for role G. Let's think together about what steps we can take to move towards this goal."

A coaching leader listens actively

A fundamental part of dialogue, active listening is a key skill in coaching leadership, and it requires conscious effort and practice. Here are a few concrete examples of how leaders can practise and apply active listening in their daily interactions:

1. Focus completely

• Turn off or put away all distractions (such as your phone or computer notifications) for the duration of the conversation.
• Make eye contact with the speaker and, when appropriate, lean your body forward to show your interest.

2. Avoid interrupting

• Let the speaker finish before you respond or offer your own opinion.
• If you feel the urge to interrupt, pause and ask yourself whether the interruption is really necessary.

3. Show that you are listening

• Use "listening signals", such as nodding or verbal affirmations ("mm-hmm", "right", "I see").
• Repeat or summarise what the speaker said in your own words to make sure you have understood correctly.

4. Ask for clarification

• If you are not sure what the speaker meant, ask for clarification, for example: "Could you explain further what you meant when you said...?"
• Use open questions to get more information or deepen your understanding: "How did you come to that conclusion?"

5. Empathy and emotional intelligence

• Try to recognise and understand the speaker's emotions behind the words. Try to understand the experiences behind the emotions.
• Show empathy by saying, for example: "It sounds like this situation has been really important/stressful for you."

6. Avoid assumptions and judgement

• Approach every conversation with an open mind, avoiding making assumptions or judging the speaker's view in advance.
• Focus on understanding rather than on responding or forming your own opinion straight away.

Practising active listening requires awareness and a genuine effort to understand the other person deeply. It not only helps leaders build trust and respect with team members, but also fosters an open and supportive work environment where everyone feels heard. Learn more about coaching leadership:

• Coaching leadership: a short course
• The Executive Coaching game for coaching leaders
• TTL: What is coaching leadership?