How to undertake an effective coaching session

Norman, Kay (2024) How to undertake an effective coaching session. Nursing Management. p. 23. ISSN 0744-6314 (print); 1538-8670 (web)

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Abstract

Rationale and key points

Nurse leaders and managers are being encouraged to adopt developmental and transformational leadership styles, and coaching is one tool that they can use to that effect. Beyond formal coaching relationships, the principles of coaching can be relevant to a variety of conversations with staff, for example during appraisals, clinical supervision or training. Applying the principles of coaching as a nurse leader or nurse manager appears to have benefits for all involved. Coaching can help build trusting relationships and empower staff to set themselves meaningful and solution-focused goals and actions and therefore facilitate change. However, the practice of coaching is sometimes misunderstood, while coaching that is unplanned or implemented ineffectively may compromise relationships.

• Coaching is not a directive approach, instead the coach needs to adopt a non-judgemental, supportive and collaborative stance.

• Coaching requires both parties to enter a learning process aimed at bringing about change and should be built on a commitment to that learning process.

• Asking ‘curious’ questions, encouraging critical reflection and using active listening form the basis of an effective coaching conversation.

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