Three business coaching approaches for peak performance: How business coaching is like Vulcan Chess

Business coaching in an organizational setting seems to be like a game of Vulcan Chess. In Vulcan Chess, as demonstrated by Star Trek’s Spock, chess moves involve considering moving up or down any number of levels, augmenting traditional chess moves. Business coaching really involves thinking along three levels, similar to how Vulcan Chess involves considering moves along three dimensions. Unlike Vulcan Chess, though, we have to integrate logic and emotion to empathize with others so as to quickly recognize when we can help and what type of help (coaching) is needed.

We want to help others succeed, as that is the critical goal of coaching, so when we recognize coaching opportunities, we need to consider whether coaching is needed on a performance, developmental, or behavioral level. The daily interactions we encounter help guide our coaching approaches along these levels, and choosing the correct level helps develop and sustain relationships. Listening to employees is crucial in guiding our decisions in choosing between these three types of coaching, as these choices impact how employees' leadership development is applied at the line level. Choosing the wrong level is not only illogical but could lead to a quick checkmate.

Performance coaching is used when someone is performing below an expected level, whereas developmental coaching is used to improve and develop those who are performing at least satisfactorily. Behavioral coaching involves changing behavioral patterns that sabotage- or significantly hinder- success; it is potentially more transformational than the other two approaches. So, as you can see, knowledge, skills and behaviors are important criterion that factor into how we analyze coaching opportunities, as taking a psychological approach to deal with an issue that is knowledge or skills based could backfire. Furthermore, solely focusing on negative feedback without encouraging positive behaviors or acknowledging accomplishments deflates morale and could signal that we aren’t listening effectively.

Coaching conversations really start when we look at the frequent exchanges we encounter daily, whether they are in person or online. You don’t see people walking around with “Help me” signs, but you can pick up cues that help you make decisions and make mental notes that help you relate with what they need. This really is where logic and emotion come together to help us analyze, relate to and engage those who need coaching.

So, effective business coaching involves listening and collaborating with someone as opposed to coaching at them by directing solutions. What cues can we use to help guide which coaching approach to take? The following short PowerPoint presentation provides cues I have used to help guide my coaching approaches.

In the end, determining the most appropriate business coaching approach is a lot like choosing the most appropriate move in Vulcan Chess: we need to observe, listen and analyze the opportunity. As Spock would say, “That is only logical”.

What are your thoughts?