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Is there a coaching skill that successful executives use to move their organizations forward? If there is, how can you put that skill to use today? The purpose of this article is to answer both of these questions. After more than twenty-five years of observing successful executives, it is clear to me that all of these individuals employ the coaching skill of "challenging." They challenge the people they lead to create new products in shorter periods of time, to increase market share and to increase revenues.

We can all apply the skill of "challenging," regardless of our level of management responsibility. As a young human resource manager, I was challenged to attend graduate school by a senior manager in my department. I remember his words to this day, "Mark, I know you love working on issues in the human side of business. However, you will never be able to do the most interesting work unless you complete a graduate degree. Boston College has an outstanding program in Counseling Psychology. I would strongly recommend that you arrange an appointment with the department chair." The challenge had been made and thankfully I accepted it. The payoff for the organization and me was enormous. As I completed one course after another, the level and quality of my work increased significantly. My life was never the same because one person dared to challenge me to surpass my previous efforts.

There are at least three areas where you can apply the coaching skill of successful executives in your own role as a manager:

• Innovation

  People and organizations that attempt to maintain the status quo are doomed to failure. As the great writer Anais Nin taught us, "It takes courage to push yourself to places that you have never been before …to test your limits…to break through barriers." Challenge people to invent, create and develop more efficient and effective ways to do their work. But don't just challenge - recommend thought leaders and resources to jump-start the innovation process. Don't wait for some corporate suit to say, "You need to bring more new products to market or we will be acquired by a larger competitor."

• Output

  It becomes increasingly difficult to survive if our sales and productivity don't grow from year to year. As an independent consultant, I need to increase my output regarding network contacts, writing and clients for my practice to grow. As a progressive manager, you can challenge people to increase output as outlined by Robert Kaplan (Executive Team Leadership article - Harvard Business School Press) "Effective leaders can also motivate change by establishing stretch targets to break down organizational complacency and provide inspiration about the future." Challenging workers to increase output is insufficient by itself. As Kaplan points out, we need to provide the "why" or the "inspiration about the future." If necessary, cast the competition as an encroaching enemy. Talk about what they are doing in the marketplace and its impact on the future of your organization. If you don't have this competitive information, get it from you marketing department.

• Relationships

  An increase in innovation and output is rarely accomplished without a change in relationships. This may mean developing new relationships with thought leaders or improving the collaborative nature of a current relationship. Challenge people to identify which relationships are required to accomplish innovation and output goals. Recommend that they add a section or column for relationships to their formal planning process. Coach them on how to develop these relationships. Nothing positive will be accomplished without a change in this important part of their work lives.

Successful executives have built multinational organizations by challenging their teams. You can learn from these empire builders by frequently using the powerful coaching skill of challenging. Where will you begin? Who will you challenge today?

Recommended Reading:
The First 90 Days - Critical Success Factors For New Leaders At All Levels by Michael Watkins, Harvard Business School Publishing, 2003. This is a great book for anyone who has recently accepted a new role or promotion. The first few months in new situations are very challenging and can make or break a manager. Watkins offers concrete suggestions for succeeding during this demanding period.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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