Embracing High Standards with a Coaching Mindset

Sarah entered her office early one morning, only to find Alex, the newest member of her team, visibly upset, sitting with his head in his hands. Concerned, she approached and asked, “Is everything OK?” Alex admitted, “I messed up the presentation for our big client pitch. I didn’t double-check my data, and now I feel like I’ve let everyone down.” This moment demanded an immediate response, challenging Sarah to decide whether to comfort, reprimand, or find another approach altogether. Instead, she opted for a coaching mindset—a choice that would turn a mistake into an opportunity for growth.

A coaching mindset emphasizes understanding rather than excusing behaviors, allowing leaders to identify the true roots of challenges and foster a culture of accountability. Leaders often face the dilemma of potentially becoming a therapist figure, excusing mistakes rather than addressing them. However, the goal of a coaching mindset is to enable self-agency leading to a high-performance culture.

According to Ann Russo from DePaul University, accountability should be synonymous with taking responsibility and initiating change. This paradigm shift empowers individuals to meet high expectations. Here are three steps that leaders can take when faced with challenging emotional situations like Sarah’s:

Firstly, leaders should check in with themselves. When emotions are high, our reactions may be clouded by fear, stress, or frustration, influencing the way we communicate and solve problems. Taking a moment to pause and breathe deeply can help in responding thoughtfully rather than reacting impulsively. It’s important to assess one’s immediate reactions, the emotions at play, and the judgments being made. Consider the long-term implications and desired outcomes, along with immediate actions needed to resolve and prevent future issues.

Building trust is another critical step. Leaders’ roles extend beyond daily operations—they involve collaborating with individuals who bring their whole selves to work. Addressing emotions while maintaining focus on tasks fosters trust and belonging, which in turn fuels performance. Leaders like Sarah can share personal stories of past mistakes, highlighting that struggles and errors are a normal part of professional growth. This reinforces the notion that change and improvement are possible, involving the team member in crafting both short-term solutions and proactive long-term strategies.

Finally, establishing clear expectations helps avoid placing the burden of problem-solving solely on the leader. When expectations are clearly communicated, it empowers team members to develop their plans to meet them. Effective feedback, as suggested by organizational psychologist Adam Grant, can be enhanced by expressing high expectations paired with belief in the team member’s capability to meet them. Conversations can then focus on what the team as a whole needs to achieve, the individual’s role in that achievement, and potential obstacles.

These strategies aren’t just for managing crises; they’re also valuable when used proactively. Incorporating regular check-ins on personal emotions, trust-building activities, and goal-setting initiatives into routine meetings can reinforce a culture of high expectations.

By adopting a coaching mindset, leaders like Sarah can transform potentially negative situations into opportunities for personal and professional development. This approach not only addresses immediate challenges but also fosters a culture of trust and accountability, where high standards are met through collective effort and growth.

Source: Businessobserverfl

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