Perspective Three: The Outcome
So what happened?
Coaching has an outcome. This aftermath allows for a range of action. Not only does what happens after the coaching and feedback matter, it is what happens as a result of that assessment that is at the heart of the entire coaching cycle.
To create a context for that last statement, let’s review the previous two perspectives. The first was to establish roles and responsibilities prior to any information exchange. Then the objective was to clearly define the message with all the necessary components to ensure the desired outcome. When all is complete and action has taken place, both coach/sender and coachee/receiver circle back to evaluate the fruit of the coaching moment. Did it work?
Did it work? Is that the right question? It depends. Here are some possible alternatives:
- Did the receiver grow, change, evolve, replicate, improve or stay the same?
- Did they even try it?
- Did the number, metric, statistic or indicator improve, decline or stay the same?
- Did you even measure it, or at a minimum, observe it?
- Did you follow up?
Perhaps the most important part of coaching is the necessary and inevitable part two and for several reasons.
Reason #1: Creates closure. This is the most obvious. Just about everyone likes to know that their effort is recognized…good, bad or in the middle. A sender likes to know they provided value and direction. The receiver likes to know they are appreciated. And both would benefit from knowing the result.
Reason #2: Demonstrates concern (that you are paying attention). Think about this one. It is suggesting that by investing in our rep, first by giving instruction and then circling back to see how they did, we are showing we care about them and their possible welfare in the job. Yep. Part two indicates a dedication to someone else.
Reason #3: Establishes consistency. Consider child rearing and the very important tenet that an ongoing effort to support promotes a feeling of reliance. A term like “I have come to rely on it” cements a relationship built on trust and commitment. Especially when value is amplified by a growth continuum.
Reason #4: Shares control. While this may be perceived as the hardest one to follow through on, it builds a collaborative spirit between both parties. Through an open dialogue, everyone plays a part in what happened and then what happens next. This does not give away power. It creates a basis for everyone to have a stake in the ongoing coaching experience.
Reason #5: Reinforces accountability. To use a trite phrase, “at the end of the day”, we are all accountable for our decisions, actions and performance. Nothing signals accountability more than a review of one’s performance after being given instruction. We did we win or lose?
Logically speaking, it makes sense to follow up with our coaching. If for no other reason than to selfishly assess how well we coached our rep. But it needs to be more than that. We need to coach our people and let our feedback be the means to grow others. If we continuously strive to grow others in our team, we continuously impact our own success. And an accurate way to gauge that success is by following up on our coaching efforts. Then we know we are in an ongoing coaching cycle, not just a one and done event.
Cheers