In considering what knowledge is required in order to be able to coach effectively, we need to look at two areas. Firstly how much subject matter expertise do we need and secondly, how much do we need to know about coaching itself.

Subject Matter Expertise

There is still some debate around whether coaches need a detailed knowledge of the matter in hand or underlying subject in order to be able to coach another person effectively.

Some argue that it is impossible to coach without subject matter expertise, as without it we can't show another person what to do or give our advice or guidance. However it's clear that telling people what to do is fraught with danger; do I understand how I get results myself? Can I find a way to express that to another person? Will they remember what I've told them if I do? We've also come to recognize that, these days, knowledge is out of date within a few months and it is highly risky to approach any situation with out of date knowledge. Far better then to coach in a way that allows other people to develop their own solutions and to do so in a way that encourages them to become self-reliant in the future.

That being said, as far as being a manager coaching in a work situation is concerned, in reality we probably will have some background in the situations being, but we should resist the temptation to jump in with our own quick fix solutions.

Knowledge of coaching itself

This is a far more important area of knowledge for effective coaching and breaks down into four main areas:

1 What coaching is

We need to understand - and may often need to explain – that coaching is NOT about telling people what to do and how to do it. Instead coaching is about communicating with others in a way that raises awareness, generates responsibility and builds trust.

2 How managers can incorporate coaching in their own style

We all have our own style of communication with some of us preferring a more directive approach and others a less directive one. Managers who coach need to develop a knowledge and understanding of incorporating coaching principles into their natural style.

3 The principles of awareness, responsibility and trust

Before I can change and improve anything I must first become aware of how it is now. In the end I am ultimately responsible for making change and improvement. I must trust myself to try new things and I must trust my coach to help me do them. The best coaching managers are those that understand and apply these principles.

4 The impact of questioning and active listening

Questions evoke awareness, responsibility and trust infinitely better than instructions or advice, but even the best coaching questions are meaningless without effective listening.