Tips for Communicating During Problem Solving

The most common mistake we make in coaching others is telling them what to do. There are basis skills, of course, that simple telling will do. With more complex skills, it generally isn't as simple as telling. It's better to guide the person and engage them in the process. To do that use questions to engage the thoughtful part of their brain. We want them to think critically and arrive at the conclusion for themselves. Example: Situation: a sales person you're coaching is not learning enough about their customers' problems during discovery calls. Coaching session: You listen to a discovery call together and see several moments on the call when the sales person could've asked certain follow-up questions to probe deeper into problems. The typical "telling" method would be, "you should've asked ...." or "you should ask ... next time." The better method: Coach: "let's listen to what the customer just said again (replay part of call). Okay, what do you think she meant by that?" Salesperson: "maybe ... or, actually I'm not sure." Coach: "I'm not sure either but I'm curious. What's a follow-up question you could ask next time to learn more?" ... "what else?"... This method involves the salesperson. They're coming up with the solutions — with your guidance of course. After they've come up with some option you may offer a couple, too, but at this point they'll see the value of your suggestion. What's really fun about it is that you both learn. Coaches don't need to have all the answers. They need to spot areas for improvement and then work with whom they're coaching to find answers and develop skills collaboratively. #salescoaching #coaching #coachingskills

Managing Difficult Conversations Original Content Creator: Harry Karydes (Give him a follow) --------------- Do you find yourself avoiding confrontation at all costs? Here's a better way: 🟢 Step 1: Setting the Stage ↳ Prepare Mindfully: Prioritize introspection to align your intentions and desired outcomes for the conversation. ↳ Cultivate Empathy: Step into the shoes of the other party to grasp their perspective and foster genuine understanding. 🟢 Step 2: Navigate Emotions ↳ Maintain Composure: Stay poised and composed, refraining from impulsive reactions triggered by emotions. ↳ Validate Feelings: Acknowledge and validate the emotions expressed by both people, creating an atmosphere conducive to constructive dialogue. 🟢 Step 3: Active Listening ↳ Listen Intently: Devote your full attention to comprehending the speaker's message without interruptions or distractions. ↳ Seek Clarification: Pose clarifying questions to ensure mutual understanding and prevent misunderstandings. 🟢 Step 4: Choose Your Words Wisely ↳ Use "I" Statements: Express your thoughts and feelings using first-person language to avoid accusatory tones. ↳ Present Solutions Positively: Frame suggestions in a constructive manner, fostering collaboration and mutual respect. 🟢 Step 5: Finding Common Ground ↳ Identify Shared Goals: Explore common objectives or values to establish a foundation for agreement. ↳ Highlight Mutual Benefits: Emphasize the advantages of resolving the issue for both parties involved. 🟢 Step 6: Manage Expectations ↳ Be Realistic: Set attainable expectations for the conversation's outcomes, considering all perspectives. ↳ Clarify Responsibilities: Clearly outline the next steps and responsibilities to uphold accountability and progress. 🟢 Step 7: Focus on Solutions ↳ Adopt a Problem-Solving Mindset: Shift the conversation's focus from assigning blame to identifying actionable solutions. ↳ Foster Collaborative Brainstorming: Encourage input from all parties to cultivate innovative approaches to problem-solving. 🟢 Step 8: Follow Up ↳ Reflect and Improve: Evaluate the conversation's effectiveness, identifying areas for refinement and growth. ↳ Schedule Follow-Up: Plan subsequent discussions to monitor progress, address any remaining issues, and ensure the implementation of agreed-upon solutions. 📌 PS...Remember, the ability to navigate difficult conversations is a skill that grows with practice and patience. ________________ Original Content Creator: Harry Karydes (Give him a follow)

When someone comes in your office with a hot mess, try this instead of solving the problem for them: - Take a deep breath and slow yourself down - Notice how they’re feeling and share it: “Seems like this one is stressing you out/has you stumped/has you angry. . .” (Helps build trust and helps them slow down and think more clearly.) - Ask a fitting question **get your heart in a helpful place - use genuine curiosity, not judgement** ↳ “what would you like me to do?” ↳ “what do you think I would do?” ↳ “who have you asked for help?” ↳ “what did you want me to do?” ↳ “what have you tried so far?” ↳ “what do you want to try?” - If it feels weird, let them know you want to help them find a solution without solving it for them because you believe in them Their development > you fixing it fast

I received a private message asking me if I had a methodology or framework for leadership when I'm asked to solve a problem. I decided to throw this visual together and walk through my typical approach(keep in mind these are known philosophies that I have adopted and organized in a way that works best for me and my style of leadership). 1. Embrace a presumption of positive intentions as your foundation. This fosters an atmosphere of exploration through harmony and trust. 2. Prioritize active listening—a skill demanding full concentration and ongoing refinement. Listening acknowledges the perspectives of those being led but also encompasses the interpretation of non-verbal cues. Use open-ended questions as a starting point. 3. Engage in learning by delving deeper into the situation. Ask more targeted open-ended questions to gain nuanced insights. Reflective listening, pauses and summarizations aid in ensuring alignment and comprehensive understanding. 4. Analyze the situation through the lens of three categories: People, Process, and Product. In my experience issues typically involve a blend of these elements, if not all three. -People: Investigate items such as management dynamics, personnel development, navigating tough conversations, and effective training/onboarding. -Process: Assess the existence and efficacy of well-defined, replicable, and adaptable processes. Clarity and comprehensiveness in documentation are strong considerations. -Product: Evaluate your existing tools are they working for your team? 5. Now you are armed to lead with a better understanding of the situation.