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Titled: Coaching Skills Training: How to ask coaching questions Get the Coaching category RSS Feed 
Coaching Skills Training: How to ask coaching questions
Article Summary: The two main skills of coaching are undoubtedly the ability to ask probing questions and the capacity for active listening. This article looks at asking questions.
If I give you advice or an instruction I have saved you the job of thinking for yourself. If however I ask you a question you are going to have to think for yourself and you will develop that awareness and insight that coaching generates.
Coaches ask questions that probe; that aim for a deeper response and to this end use more open that closed questions.
An open question will start with How, When, Who, What and such like. and encourages the person responding to think carefully and to give a full reply.
A closed question, on the other hand, will tend to begin with Did you, Can you, Will you etc. and usually gets a simple yes or no response.
Closed questions are less helpful in coaching conversations as they produce less flow or rhythm and can often mean that the coach struggles to formulate the next question.
Closed questions also appear when a manager is trying to use coaching as instruction in disguise and uses questions like "Don't you think you ought to....", and "Would it not be better if..."
A short experiment will illustrate the point. In your next conversation try to find out what the person you're talking to had for breakfast but use only closed questions. Some time later, see if you can find out what another person had for their breakfast using only open questions.
In the first instance you'll find yourself asking "Did you have cornflakes?", "Did you have toast?", "Did you have coffee?", "Did you have tea?" This is a very long-winded and inefficient way of gathering information.
When you used open questions you probably realist that you could get to the heart of the matter simply by asking: "What did you have for breakfast?"
Using open questions we can start a coaching conversation with a very broad enquiry like "How're things?" and then go deeper and deeper as the conversation progresses, so that we end up with questions like "How often each day would you find yourself being snappy with customers?" or "Exactly how much time is required to complete this task?"
You might like to experiment with these example questions which are linked to the principles of Awareness, Responsibility and Trust I have examined in previous articles.
The conversation for Awareness:
What's happening? What stands out? What do you notice about...? How do you feel about...? What are the variables here? What are the advantages/disadvantages?
The conversation for Responsibility:
What do you want to do? What do you want to achieve? What is the best way of getting there? What changes would you like to make? Could this create any conflict? What are the alternatives?
The conversation for Trust:
If it was up to you, how would you accomplish this task? When have you had success in similar circumstances? What strengths can you bring to bear? What would it take to feel more comfortable?
Article Source: http://www.upublish.info
About the Author:
Matt Somers
Matt Somers is a leading "manager as coach" specialist. He advises organizations across the world on how to achieve results through coaching and is the author of Coaching at Work (John Wiley, 2006). He promotes a range of resources via his website and his popular mini-guide "Coaching for an Easier Life" is currently available for FREE at http://www.mattsomers.com
