No good leadership without coaching

"My employee has an elevated stress level and needs a lot of exchange." "My employee complains every time about how difficult the family situation is." "How should I deal with employees whose mood is clouded?" In the pandemic, it is the healthy people who are reaching their limits. If you are a manager and are familiar with these questions or are thinking about how to maintain good contact with your employees despite home office and distance, and how to achieve your team and company goals despite difficulties? Leadership is most successful when it is at eye level and respectful. People are looking for meaning and want to make a contribution, have needs, and are different. It is not productive to lump all employees together. But how can you lead and get the best out of your people? The magic word is: COACHING! Coaching is the leadership tool of the future. It is the task of managers to be a bit of a "mini-psychologist." Picking people up, developing them, giving confidence and motivation, leading and coaching themselves - all of these are the tasks of "future leaders." Especially in challenging times like these, we need really good leaders. These are not the old guards who only talk, cannot listen, and for whom employee development and empathy are foreign words. New leadership is different. On the way from the old to the new world, leadership becomes more of a service. Directing and controlling are no longer the panacea. Being more of a coach than a conductor is the motto. I would like to introduce you to a very simple technique, the scaling question. When used correctly, it helps with self and employee leadership, and you can use it right away: #Employee Leadership: You could ask the following question to your employee. On a scale of 1 - 10 (where 1 means 'very bad' and 10 'very good'), how are you feeling today? Or where do you stand on the scale with the xy task or the xy project. You can also inquire about skills and competency levels. By using scaling, we avoid vague terms like 'good,' 'okay,' 'bad,' or 'it's fine.' This is not very informative. Through scaling, you get a differentiated status quo. The next step can be about further development. If your counterpart says, 'I see myself at 5 in completing the task,' then you could follow up with 'What do you need to reach 5.5 or 6?' Or, 'What can I do as your manager to help you progress?' Or, 'What can you do yourself to take a small step forward?' This ultimately brings your people more into self-responsibility. Tip: You can also first make your own assessment on the scaling of the employee's topic and then check how far your assessment matches that of the employee. For example, if you see your employee at 4 in project progress and they see themselves at 7, then you need to have a more concrete discussion. #Self-Leadership: You can ask yourself in bed in the morning, before getting up: On a scale of 1 - 10 (where 1 means very bad again and 10 means very good), how do I feel or how am I doing today? If you are below 5 for an extended period, you should make a change. You may need more self-care or something else may not be right. By using the scaling question, you can evaluate your condition over a few weeks and then take measures to improve it. Coaching techniques help you better lead yourself and your employees. People want to be led by people, not machines. Especially in challenging times like in a crisis, we need leaders who apply coaching techniques with an appreciative attitude, empowering and motivating employees. Through coaching, you can tap into the resources of your employees and promote their development. Especially in an agile environment, we need employees and leaders who take on self-responsibility and think along. Leadership without coaching is hardly imaginable in the future. If you want to delve deeper into the subject, I recommend my online training "The Leader as Coach"…