How to cultivate a peer coaching network

February 8, 12:59 PMDallas Business Commentary ExaminerRobert Morris

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Here is an excerpt from an article written by Stewart D. Friedman for the Harvard Business blog. To read the complete article, check out other articles and resources and/or sign up for a free subscription to Harvard Business Daily Alerts, please visit dailyalert@email.harvardbusiness.org.

Guidelines for Peer Coaching

Here are some general guidelines for how to be an effective peer coach:

• Show you care about helping your clients achieve their goals.

• Share your own experiences only to help the client feel accepted, not to focus on you.

• Be as aware as possible of your own biases as a coach.

• Stay in touch with the reality your client is facing — listen well.

• Don’t hide your ignorance — ask questions, even ones you might think are dumb.

• Encourage your client to get more help when needed, from all sources.

Some cautionary notes: First, if you cannot provide feedback at the time your client is expecting it, immediately communicate this to your client to explain the delay. This builds trust. Avoid long periods of coaching inactivity. Like any developed skill, good coaching requires time, energy and thoughtfulness by both participants — and you get can get rusty quickly. Try not to criticize your client’s ideas; usually it’s just best to listen and offer alternatives. Don’t promise more than you can deliver; this will decrease your credibility.

Note: To read the complete article, check out other articles and resources and/or sign up for a free subscription to Harvard Business Daily Alerts, please visit dailyalert@email.harvardbusiness.org.

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Stewart D. Friedman is Practice Professor of Management at the Wharton School. The former head of Ford Motor’s Leadership Development Center, he is the author of Total Leadership: Be a Better Leader, Have a Richer Life. For more information and access to various resources, please visit www.totalleadership.org.