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       THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated since its inception in 1970. The purpose of the series is to provide leaders with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

      CCL’s unique position as a research and education organization supports a community of accomplished scholars and educators in a community of shared knowledge. CCL’s knowledge community holds certain principles in common, and its members work together to understand and generate practical responses to the ever-changing circumstances of leadership and organizational challenges.

      In its interactions with a richly varied client population, in its research into the effect of leadership on organizational performance and sustainability, and in its deep insight into the workings of organizations, CCL creates new, sound ideas that leaders all over the world put into action every day. We believe you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

      Table of Contents

       A Leader’s Dual Roles

       What Is Leader-Coaching?

       The Benefits of Leader-Coaching

       Ways to Be a Leader-Coach

       When to Act As a Leader-Coach

       How Do Leaders Coach?

       Advice for Leader-Coaches

       Informal Coaching Conversations

       The Formal Coaching Process

       Last Words

       Background

       Suggested Resources

       IN BRIEF

      Leaders wear multiple hats. Most leaders are comfortable with and effective in the role of managing their direct reports’ day-to-day performance. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. In CCL’s experience, most people want their managers to coach them but say this doesn’t happen often enough. This guidebook provides an introduction to the basics of leader-coaching, including a structure and a set of guidelines to conduct effective formal and informal coaching conversations with your direct reports. Leaders are in the best position to support the development of their people. Coaching skills are one important set of tools that can be used to leverage people’s everyday experiences at work, to drive development, and to build leadership capacity in individuals, teams, and organizations.

      A Leader’s Dual Roles

      As a leader, you have different roles to play with your direct reports. One of them is to manage their day-to-day performance. Another is to support their development so they can continue to deliver top performance in the face of larger, more complex situations in which learning to learn is critical. Both roles are important. You are likely already well equipped for and accustomed to the first role of managing performance. However, the role of developing your direct reports, particularly coaching for development, might not be as familiar to you. This guidebook is intended to equip you with the tools you need to become a leader-coach.

      What Is Leader-Coaching?

      We define leader-coaching as formal or informal conversations between the leader-coach (you) and learners (usually your direct reports) with the intention of producing positive changes in the direct reports’ workplace behaviors. For practical purposes, it is about helping your direct

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