We have talked about how functional and virtual leaders can utilize coaching in the various role specific conversations they have with their people.

We have also touched on the issues that virtual team leaders face, and how coaching to project KPIs and team coaching can be utilized.

Let’s now turn our attention to human resources.

Coaching conversations for HR people will encompass Conflict Resolution, Performance Problem Resolution and even three-way coaching.

From my experience, HR often get pulled in to conversations, with both managers and/or their subordinates, where the two are not getting along. They may as a result of that have to coach on behavioral change in the context of the relationship between the two, not just the issue or performance.

These are a whole different set of frameworks for applying the same skills, which need practice.

On a positive aspect, HR can get involved more effectively in coaching for Career Planning. With the best will in the world, a manager will rarely be motivated to do Development planning with their subordinates that takes them away from the team. And often individuals will be reluctant to fully open up to their direct boss about aspirations that lie elsewhere.

HR sees the individuals, at any level, as a company resource, and take a much wider view of how their skills can be utilized in the future across the organization. And individuals will tend to be more willing to engage in that conversation with them.

Another role which is emerging in larger companies who have embraced the development of a coaching culture, is that of internal coach. Someone with a high degree of coaching skills who can coach peers inside the organization, usually at a management level.

Whilst most companies cannot have dedicated individuals to do this, it is a natural extension of the role of Human Resources.

A word of warning however. To be able to coach leaders in the organization, in effect often coaching them on their coaching skills, does required a high degree of skill. The same applies for the leader of leaders.

Do not expect to put people who will operate at this level in the organization through a quick few days of  Coaching Skills for Managers” introduction course and then let them loose. At best they may be ineffective and your journey to embedding a coaching culture will flounder.

Value them for the role they are fulfilling, and as you would with any other professional skill. Put them through full training and guidance programs.

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