Why talk about coaching? Some of you might be wondering. Right?Because I know there is this, you know, common perception, I suppose, around coaching that, you know, only coaches coach, and do I have to be a certified professional coach in order to coach? Well, to officially coach, yes. You do need the the training to do that, but that's not what we're talking about today. We're talking about how you, in your role, in particular, if you are a manager of people, even a small team or even one person, if you're, a team lead, you know, tech lead or team lead that, your dotted line manages or or leads folks, If you're a project manager that works a lot of different people.

If you're in any kind of management or leadership role, even if it's your first one, this is, for you. Right? So let's get into it. As we go through it, like I said, feel free to drop stuff in the chat. You can take notes. You can take screenshots of my slides, whatever whatever you wanna do. Alright. Alright. So what do we mean by future proof leadership? Right? Why think about coaching? Why add it to your toolkit? Well, really, the way to think about it is that a future proof team, the way I define it, is a team that's autonomous, a team that's resilient, that can navigate change and ambiguity really well, which we really need in this day and age. When you coach as opposed to using some of the other tools in your toolkit, you're essentially upgrading a team's operating system, right?

You're building a team that can navigate uncertainty even when you're not in the room. So future proof leadership, coaching can help you with scalability. It stops you from being the bottleneck for everything. It helps the team be resilient like I said, help the team think independently and frankly for retention. If you're a manager thinking about that, the truth is that where people grow, people stay. That's just a fact in organizations and coaching helps people grow rather than simply do their jobs. Alright. So what is and isn't coaching? So you may have heard the term thrown around. Well, we'll start from what it isn't. It's not directing. It's not telling people what to do. Directing is focused on execution. Do this. This is how you do this. Right? That's great. It's awesome. We need it sometimes, but it's not coaching. Nor is mentoring coaching.

I'm a mentor as well as, Paulina set up top, and some of you may have mentors. That's not coaching either. So mentoring is about showing. The focus is on showing your experience and speaking from your experience as a mentor. Here is how I did it so that people can emulate that. Coaching is all about asking. The core of coaching is asking questions to help unlock something in somebody else. The focus is really on their potential. How do you see this? How might you try this? What's your perspective? What's interesting or challenging about this? It's that shift towards autonomy and scale. Now, I'll acknowledge that most of us who have been managers or leaders or even team leads or tech leads, we were promoted into those roles or asked to be in those roles because we were probably great fixers, right? But if we want to build teams that thrive in a world of constant change like we're in now, we have to move from being chief fixer to being chief enabler, as it were.

Right? And so coaching, as I said, is just one tool in your toolkit. You also have other tools like giving people feedback and and things like that. But coaching is all about discovery. It's really the only management or leadership tool that focuses entirely on building the other person's capacity to think for themselves. Okay. So here are some common misconceptions about coaching that I'm gonna just tackle really quickly. Don't let these hold you back if you ever are thinking about incorporating some coaching into your work. Coaching is actually not just for executives. As much as I think my little label on here under my name says executive coach, and often you hear it talked about as executive coaching, it is not just for executives. Anyone can coach. Anyone can be coached.

Again, I'm not talking about running a coaching practice, but in the day to day of an organization, any manager, any leader, any team lead can coach and you can coach anyone. Everyone can benefit from it. And also this myth that it's for underperformers, right? This person needs coaching, right? They need to coach them because they're struggling, performance coaching, that type of thing. That's not what I'm talking about here. That's a whole other thing that, you know, HR teams deal with and they call it coaching. I personally don't like to even call that coaching because it's really performance management. But when we say coaching and coaching our teams, it's developmental. It's not remedial. It's it's understanding their strengths and helping them use those strengths to move to, higher levels of thinking, and stronger performance not because they're doing badly but because there's something holding them back, right?

There's something that they could be thinking about differently, or a way in which maybe they're limiting themselves that you can help kind of unlock or open. Right? And coaching is not therapy. It's not. I know it can sometimes feel that way. I actually had a client just tell me the other day, this is kind of like work therapy. I know it can feel that way, but it's not in the sense that coaching is all about what where is this person that I'm coaching trying to get to? What's their goal? Where are they headed? It's very future focused. It's not about exploring the past at all. Okay. So we're going to, talk about what I have, termed the six key coaching skills.

Now, if there's anyone, you know, in this, audience, who who has experience with coaching, there's probably people are gonna say, yeah, there's more than six, right, or or there's ones you didn't get to. Just to simplify it, I've narrowed it down to six and we're gonna talk through them. As I talk through these, I want you to be thinking about certainly what questions you have as, Polina just said, you know, prepare questions, drop them in and also think about, you know, how might you use these in your day to day. Certainly if you're a manager, a leader, a tech lead, a team lead of any kind and if you're not one of those things, right, think about maybe when you have received this kind of coaching and how that has felt, what that has opened up for you in a conversation, and just kind of play with it, all right?

See how well you might use these skills. All right. So, this first set of three skills that I have here and then we're going to do three more after this you'll see over on the left side that it says Being underneath it. Okay. I'll get to what that means in a minute, but these are so called Being skills, right? They're not about things that you do. It's like how you're showing up when you're coaching somebody. So that first one is about presence. So presence, I mean, the first part of it should go without saying, right? Muting distractions and minimizing distractions. You don't want you don't want to be texting or emailing while you're coaching somebody, right? But it goes beyond that.

It's it's first of all verbalizing explicitly that you're there for them and you're focused on them. Right? And presence is really about let me be present to this conversation and what this person needs from me, and you want to follow that where it goes, not where you think it should go. This is not a standard one on one conversation where you're trying to drive an agenda and hit all these points. You gotta let go of all of that, right? Rip up the agenda, throw it out. You wanna be asking the person what they would want some guidance or coaching on and follow that conversation where it goes. You're not trying to drive towards any solution from your side, so that's presence. Right? Then there's curiosity. I said up top that coaching is about asking, not so much telling.

It's not to say you can't say anything or tell anything in the conversation, but you want to keep that at a minimum and use that selectively and really be focused on asking questions to help unlock for this person, what's hard, what they're actually struggling with, where they want to get, what they can do, what is in their control and what they want to try, okay?

So, it's great to be asking questions. Now, you wanna avoid leading questions. Okay? So what do we mean by leading question? Somebody's come to you with something. You're trying to coach them. You're talking to them, and everybody does this. I've I'm susceptible to this too. We all do it. You wanna avoid leading questions like, don't you think you should x y z? Or have you considered trying x y z? That that's not a real open question. Right? That's just advice with a mask on. And coaching is explicitly, it's not about giving advice. It's not about telling people the answer. It's not about providing the solution. You're asking questions so that that person comes to a solution or an answer or a way forward, on their own, right? So avoid those types of what I call closed questions. All right?

Closed questions, are the way you can think about them are questions that have like a yes or no answer, right? They just kind of shut down the conversation. Be asking ideally open questions. Open questions start with what or how, and they really open up the thinking for the other person. I'll give you some examples of those a little later. So if you're looking for some examples, wait for a future slide. Okay? Curiosity. So just stay in that question mode longer. You don't want to be jumping to solutioning. Okay. Here's what I think you should do or here's what you can try or, you know, just kind of stay in what you're actually curious about. Now, some of you might be thinking, maybe, some of you might be thinking, if I'm just asking questions in this conversation, like, is that weird?

Like just question after question after question, it's gonna feel like an interrogation. Or alternatively, won't I look like I don't know what I'm doing if I'm just asking questions instead of answering them? This is a very common fear but this is that distinction between being like a manager coach or sort of team lead coach and just being an executor, right? I would say that the most confident leaders, even if you're new to leadership, right, are the ones who don't feel the need that they they the need to prove anything. Right? You don't need to prove that you're the smartest person in the room. Right? By asking, you actually show that you're trusting their expertise. You're trusting that, like, they have an answer within them. They can find a way forward.

They can unlock some options and that, you know, you don't need to be the one to provide that, okay? You're not hiding your knowledge. It's not like hold back your knowledge. Where appropriate, you can drop in some tips. That's okay. But you want to create space for their knowledge to come out, right? And I also find that most employees or most people will find a manager who asks great questions much more inspiring than somebody who just knows everything. Right? And with curiosity, last thing I will say is, you know, don't overthink it. It's It's not about getting the right question, right? I gotta ask like one great question, another great question. Don't worry too much about it. Just kind of stay in curiosity mode and, just go with your instinct. Like, what are you actually curious about with this person, right? Like, hey, why is this important to you? Or what's hard about that? Or what have you tried?

And, you know, what kind of help would be most useful for you here? Or, you know, things like that. Just kind of go with what you're actually curious about. Okay? So that's curiosity. And then we have non judgment. This is the third skill within our being, right? Non judgment is about creating a safe space. You want to assure them explicitly it's a safe space, that this isn't going to affect their performance review or their potential at the company or anything like that because that can sometimes stop people from opening up. But with coaching, again, this isn't about underperformance. If someone's really struggling with their performance and doing something actively wrong, coaching's not gonna be appropriate. Alright? This is, again, if somebody feels stuck or just kind of disengaged or needs a little motivation or feels like they need some options for something, that's where coaching is is really important. Right? So assure them like, hey, I'd love to coach you a little bit on this.

I'd love to kind of ask you some questions to help help, get you get you a path forward here. Is that okay? And don't worry, it's a safe space. Right? This is not I'm not trying to tell you're doing anything wrong. Right? That's non judgment. And, honestly, it doesn't matter in coaching whether or not you think that their problem that they've come to you with is a big enough problem or important enough or or or whether you think they're going about it the right way or not. Right? You can't make it about you when it comes to coaching. I would say with nonjudgment, it's helpful to not try to talk someone out of something just because it's not the way you would do. Well, that's not the way I would do it. I would do it this way. Right? It's not about you. Of course, there are exceptions, right?

If they're trying to do something like wildly illegal or, you know, against policy or something like that, right? Or, you know, there are exceptions. But largely, this is about getting them to be thinking creatively and try things they wouldn't otherwise try. Okay? You never ever want somebody you're coaching to, regret bringing something up, right, or opening up to you. In fact, you want to thank them for trusting you, right? Thanks for being vulnerable with me. Things like that. Okay. Alright. So, those are the being skills in coaching. Right? They're all about a mindset and how you're showing up to the other person when you're coaching them. It's equally important though to talk about the doing skills. As you see over on the left, these are are the doing ones. So, let's talk about these a little bit.

So, you have active listening, challenging, and then long term transformation. Active listening, you might know that term. It means showing that you're listening, but here's what it means in coaching. It means showing that you're listening to them by reflecting back and mirroring back what you're seeing and hearing. Right? You're you're almost trying to, like, hold up a mirror to them when you're coaching. So an example of that might be they they, they share with you, you know, I'm having kind of a hard time building building good, like, trusting relationships with with my peers on other teams. Like, I I know I wanna do that and and it helps with our work, but, like, I just don't know if I have their trust.

And, you know, I try to set up one on ones with them, but, like, it's not working. I don't think I have good relationships, right? So, one way you could show that you're hearing that, right, is reflect back. So, it sounds like what you're struggling with is building cross functional trusting relationships or it sounds like you've tried some things that just haven't worked and you're feeling a little frustrated about that. Right. So just kind of like reflect back what you're hearing. You might think, why bother doing that? Well, it can actually unlock a lot for people because sometimes people don't know how they're coming across or haven't sort of formed a story around it and you're helping them form a story around it and say like, Here's the reality of what's going on, right? It's okay when you're active listening to offer an interpretation, right? It sounds like you're frustrated or it sounds like this is really hard or, that's okay.

You can offer some of that as long as you're open to being wrong. They might be like, well, no, it's not frustrating, it's just confusing. Okay, great, it's confusing. Yeah. So that's what we mean by active listening. Just like reflect back, share your thoughts and check your understanding. And that can really help people get a clearer picture of what's going on with them. Okay? Then we have challenging. So challenging in coaching is all about pushing on assumptions that you hear people making. It's poking at limiting beliefs or in expansive thinking, right? So let's talk about that a little bit. So coaching, I mean, look, earlier we talked about non judgment, right, and creating this safe space for people. That's really important. But equally important to remember is that coaching isn't just like a nice chitchat between friends, right?

If you're grabbing somebody and going to a room and like venting about something and you just want somebody to just support you in that and be like, I know this really sucks, right? That's not really coaching. That's great, but it's not coaching. Coaching is as much about challenging people, right? And that can that's not to be aggressive, but it's reminding them of what's important to them. Tell them what you know to be true. Hey. Like, I I, I noticed that, you know, the last time we talked about this, you mentioned that, you know, being a being a part of projects that are are hard and kind of challenge you is really important to you. But now I see you kind of saying maybe you don't want that. Like, I see kind of attention there. Like, what's going on there? Right? That's a challenge. Just, like, point out something you're seeing and be like, hey. Tell me about that. Okay?

You'll see this come up again when I show you sample coaching questions that I'm going to put up on here, but but here are some other ways this can look. Right? So if you hear that what something they're saying filled with assumptions, you could say something like, Hey, I'm hearing some assumptions in that. What assumptions are you making here? What else might be going on that you might not be considering? Okay. Or if somebody is talking to you about a challenge they're having or they want to grow in a certain skill but they keep saying things like, you know, I can't do this or this will never work and these types of like extreme statements. You could poke at that and say, Well, it sounds like you believe that pretty strongly. Totally get that, totally hear that, but I want to challenge it because it sounds a little narrow.

Like, what you what might you be missing, or what could you try here? Right? Or I get it. This is really hard, but it's not impossible. How might that belief be holding you back? Like, what could you try? Right? You just wanna keep open and keep opening and not close the conversation. And lastly, there's long term transformation. So if you're a manager or team lead that's trying to create this future proof team that we're talking about, you can't be focused on short term problem solving. I kind of talked about this earlier. You want to move from chief fixer to chief enabler. Long term transformation is about like you got to get away from the immediate thing that they have brought you, right?

I'm having a hard time working with this person or I want to build more influence here or I don't know if project management is for me. I think I wanna move to a different type of role. Whatever they've brought you, right, that that needs coaching. It's tempting to just try to solve that immediately. But, you know, I could encourage you to zoom out and coach the person instead of the problem. Right? You're there is something you're trying to solve for, but focus on them. Help them learn from this. Think differently. Think independently. Here's what that means. You can ask them things, or or, offer suggestions that help them really, like, understand what they're learning about themselves through this process. Right? Maybe they're like, I

don't know if this role

is for me. I want to move to a different team. Okay. Interesting. We can talk about the logistics of that, but how do you know it's not right for you? What were the the clues that pointed you to that? How did it feel to come to that realization? Okay. You wanna move into more of software engineering role rather than project management. How did you come to that conclusion? What's exciting about software engineering? Like, open, open, open. Right? And then as you get to the end, it's, you know, what are you learning about yourself through this process? What's something you can apply in the future when maybe you want to do an even different kind of role? What will you try? What will you do? Okay. So it's that future, future, future.

You essentially want to think about how can the person sitting in front of you solve similar such problems on their own instead of having to go to someone every time, right? That's the independent thinking. Hopefully, they leave a coaching conversation thinking a little differently about something. They've grown from this experience a little bit, right? That's your goal. Yeah. All right. So these are our doing skills. So I know that was a lot. I threw a lot of, kind of meaty skills at you. There's a lot packed into there, but happy to answer questions about any of these skills or anything afterwards. But as you're taking that in, right, if you think of these as kind of six core coaching skills, these are the skills that a lot of coaches who are trained to be leadership coaches like myself, we get a lot of training in this, But you don't need to be, perfect, whatever that means, at these things in order to coach.

I offer these to say, try these on. Try one or two of these things sometimes. The goal is not perfection. The goal is to try and incorporate some of these skills into the way that you manage so that you become more of a manager coach, right, than just a manager who's doing and fixing and executing, okay? Okay. I want to I told you I would give you some sample questions later. So I wanna give you a model in case somebody were like, can you just give me a way to structure a coaching conversation? Like, this is great, but I kinda just need kinda need a checklist. Totally get it. The the common, or or a very common model for structuring coaching conversations in the coaching industry generally is the GROW model.

Some of you may have heard of it, maybe not. But it's a quick way to just think about, okay, I kind of want to be a little more of a coach or try it but I don't know how. So g r o w and grow stands for goal, reality, options, and way forward. Okay? When you don't know where to start, like I said, use grow. It can you know, it's not intended to be a script or anything. It's just, like, a way to help you think about it. So g, which is goal, it's really about the win. What do you want to achieve? What meaning when you're coaching somebody, what do they want to achieve? What would be their win? What's their ultimate goal? That's what you're getting to. You're defining the destination with them and for them, right?

And you want to ask questions to help them be like, what are you actually trying to get out of this? What does a win look like? Then there's reality. So that's the starting point. What's happening for them right now? What's happened up until this point, right? You're essentially kind of assessing the currency. Okay. This is the outcome you want to get to. This is your goal. What's happened so far? What's happening right now? You're focusing on objective facts and trying to build their self awareness, right? What have you tried already? What's happened so far? What's hard about it? Okay. It's reality. Then for O, you have options. This is where you're opening up and brainstorming. What could they do to get to their outcome, right, to get to that win, to get what they want to achieve? What are the possibilities?

It's really like open exploration of possibilities with no judgment. What could you do? What could you try? What's possible here? What else? Right? And then you have W, which is the way forward. This is that action oriented piece where you're trying to get them to commit to something. What will they do as a result of this? What's one thing they're going to try? What do you want to implement? You're trying to secure commitment through some sort of concrete action so that this doesn't just feel like venting. Yeah. Now to be clear with the way forward, it doesn't have to be huge or earth shattering. Take that pressure off of you if you're coaching somebody for a few minutes. You don't have to blow their mind or change their world in one conversation.

You're just trying to get them to to something like, okay. Let me try this or let me talk to this person or let me, by the way, it could be small steps. Small steps count too. Even if they just say, I'm going to think about this more and I want to have another conversation with you about this next week. Okay. That works. It's a balancing act because you do want to challenge them and push them to try new things and go outside their comfort zone, but small steps are Okay too. Okay? That's gross. So here come our sample questions, in case anybody's like, I just need some good questions I can ask. And on this next slide, put up a lot of text. This is a very busy slide.

But here's some possible sample coaching questions for each of those G R O W, right, goal, reality, options, way forward, some ways that you can do some of those things we talked about earlier, right, ways in which you can ask those open questions that are nonjudgmental and, you know, really be present with somebody and and things like that.

So those six coaching skills we talked about, these questions get at at many of those. Alright? Again, feel free to take a screenshot if you'd like. But essentially, if you see under g the goal there, it's like, what's most important for you right now? What does success look like? How will you know you have reached that goal? What would happen if this were completely solved tomorrow? What would that look like? Right? How does this align with this broader goal we've talked about? Try and be like, what do they want out of coaching with you? What's their issue? Or what's their goal? It doesn't have to be a problem. It could just be like, hey. I I want to get better at my presentation skills. Okay. That's a goal. Right? What would that look like? Then you have r, which is that reality. Right? What's the real challenge here?

What have you already done to address this? How have you already tried to tackle this? What are the obstacles that are in your way? Great. You've told me about the situation. How is this affecting that situation or this other situation? Who else is involved? Right? What assumptions are you making? We brought that up earlier. What resources are you missing? What info are you missing? Okay. Then you have options. This is that open, brainstorming, remember. What do you want to do? What's possible here? How would you handle this if you had completely unlimited budget or time? Right? Like, just throw spaghetti at the wall or whatever the term is. Right? Like, if you could do anything, what would you do? If you had a friend going through this, what would you tell them to do? Yeah. Maybe you've come up with some options.

You can say, what are the pros and cons of these? How are they sitting with you? How do they feel? How could you simplify this, if it feels too complex? I like the last one too. Right? What's the boldest, most out of the box move you could make? What if you did that? Okay. Maybe you're not going to do that. What could you do instead? Right? And then way forward, that's that commitment piece. What's the first step you're going to take after this? How will you stay accountable? That's not about, like, making them do homework, right? You're not trying to be too intense of, like, and what are you going to do and when? It's about like building that internal commitment. You're not telling them what to do. They're coming up with it. So, this is all about saying, what do you want to do? What's most calling to you?

What feels like something you'd want to try even if it feels a little scary? Or which of these options feels like it is in your control and you can take that step, right? What support do you need? What resources do you need in order to do this, right, or from other people? How committed do you feel and why? I like that question a lot to just kind of build that internal commitment. What could get in your way as you're doing this? How are you going to handle it? Right? And what will you need to stop doing in order to make room for this? How are you going to prioritize this? Okay.

So this is all, again, questions that help the other person get to a place of real internal commitment and have a sense of, that they've explored all the reality of their situation, they know what they want and they're going to go after it in this way. Okay. Alright. One thing I want to just say about this is, you know, there's other questions too. These aren't the only ones. These are just some sample ones. You know, you could ask things like, what's the elephant in the room here that we're not talking about? Right. What's at stake here? I like the and what else type of question, especially if you're coaching and they're kind of like, I don't know. I feel stuck. What else? Right. One thing I will just say in case any of you are wondering this is it's kind of a common worry. What if we're in the options part of this and they suggest something like a solution or an idea that's just wrong or like it's a bad idea? Okay.

This is where non judgment from earlier comes in, but you got to meet that with challenge, right? Non judgment meets challenge. You don't have to let people drive off a cliff, all right? If they're suggesting something like really risky or problematic, you can use a challenging question like, okay, what are the risks you see with that approach? Right? Or how would that impact the client here? Right? What else might you not be considering? So you can push on it a little bit. Your job is to coach their thinking process, in a way that they see the flaws in it themselves, right, so that, you know, so that you you're not the one pointing out and saying, well, that'll never work. Right? You wanna avoid that kind of thing. Another question I often get from sort of new tech leads, new team leads who are coaching is the I don't know.

Right? What if I ask a question that's so great and they just say, I don't know. That's okay. That usually means they're playing it safe in some way. Right? They're not kind of maybe taking that risk to answer a question that feels hard, and that's okay. If you hear that, you could you could just, you know, don't don't back off. Don't retreat from the question. Okay. You don't know. Never mind. Right? Just lean in more. And if they say I don't know to something, you could say, okay. I hear you. What what would be your guess if you had to take a guess? Right? Or what do you know? Okay. You don't know this answer. What do you know? Tell me what you do know.

Or if they really are feeling stuck, you can be like, I just asked you a question that's hard to answer, and you don't know the answer. What comes up when I ask that question? Like, right, so don't back off. Like, bleed in. They usually have the answer. They often just need permission to speak. They need permission to know, like, they don't have to know everything, but they know something. Let's go with what you do know. Right? Just try to draw that out of them. And then last thing I will say is that, one note on closed questions. I mentioned these are all open questions, right, the what and the how. Closed questions usually start with is or are. Right? Is that something you want to do? Are you sure about that? Do you think you want to, right? Those are kind of the closed yes or no questions.

I don't want to say they're off the table. Here and there, they can sometimes be effective if you use them, you know, selectively. Like, if somebody is really hard on themselves and not trying to be able to move forward from something, you'd be like, is that really true? Right? Can be a great way if they're saying stuff like, well, I'm not really a leader. Right? Or the client will hate me if I do that.

Is that really true?

Right? That can sometimes be an effective way to just snap them back into a reality check. Right? Okay. Last but not least, just a reminder. Right? Telling or solving, which is what we all are trained to do, that builds compliance, whereas coaching builds commitment. Okay? Some takeaways. So I have takeaways on here because, you know, sometimes I know time is a hurdle here. Right? And you might be thinking, well, I don't have time to coach. Right? I'm a team lead. I'm a manager who's really busy. I have five direct reports. I have a huge mandate. I don't have enough time in the day. We're all just struggling to meet our goals. Isn't it faster to just give people ideas on what they should do based on what I know? I mean, in the short term, yeah, it is faster. Probably takes a minute. But there are those hidden long term costs.

The way I like to put it is you're kind of paying interest on that time, every week because people are gonna keep coming back to you for every single one minute answer or two minute answer. Coaching might be a twenty minute, thirty minute, forty minute, I don't know, investment of your time. But if you make that investment now, it could save you hours and hours and hours later of that fixing over the next months and years. So I see it as you're trading that immediate speed for a longer term skill. Right? And most importantly, you're turning your team into a group of future leaders who can think more for themselves, problem solve more on their own with more skill and more confidence. Okay? So that's what we're really trying to say here. So starting today, here's some quick things you can try.

You don't have to be like the world's greatest coach tomorrow. Just need to start to think of yourself as a manager coach and not just a doer. Right? I'm a manager coach. Listen for coaching moments in your interactions. Okay? Like, somebody feels stuck or frustrated or something like that, disengaged or they want to talk about their growth, right, interpersonal growth, their career growth, those are great times to just

be like maybe I could coach

a little bit here. Start small, just ask one or two open questions, it doesn't have to be a whole conversation, right? Just see what happens. And remember to be intentional about your being, how you're showing up, not just like ask the questions. Persevere. You might stumble. Get right back up. This is a career long practice. Nobody becomes an amazing manager coach in one day. Just keep trying it. Let go of perfection, as I said. Even if you're not sure if you're adding any value, you you are. I will I will venture to say you almost always are even if it doesn't feel like it because things get unlocked, you know. After you coach them the next day, two days later, they're often still thinking about it and a lot can open up, right, slowly.

And the last thing I would say, especially if you're not currently leading people or managing people, but even if you are, ask your own manager or leader for coaching. Be on the other side of it. Incorporate coaching into your one on one agendas. Like, explicitly ask, hey. I'd love some coaching on this. Right? I don't want you to solve it for me, but, like, can you just help me talk through it? Help me unlock something? Experience it for yourself. You can hear what good or great coaching sounds like or some sometimes not so great and, see what it opens up for you. I think coaching can be transformational. I'm obviously biased, but I think it can be. And so ask for it as well. And that's it. I want to just leave the last, twenty or so minutes here for for questions. I'm assuming questions have come up. I'm hopeful that they have.

If you wanna stay in touch, I have my website on there and you can scan that.