The Success Formula for Leaders: Challenge, Coach, Confront – Part 2
In the first part of our blog series, you already gained a general insight into the principle of challenging, coaching, and confronting (you can find detailed information about this approach in my book The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader). There, I also summarized the key findings of the challenging phase. It is primarily about how important it is to set clear expectations and challenge employees to tap their full potential. In short, targeted challenging not only increases performance but also boosts the confidence and satisfaction of individual team members.
With these insights in mind, let’s now turn to the next aspect of the success formula: coaching. While challenging sets the framework for peak performance, coaching provides the opportunity for support and guidance—the part of leadership that is truly enjoyable.
The Role of Coaching in Leadership
After you have set the right goals and ensured that your employees are well equipped, coaching gives you the chance to support and guide them. Throughout my leadership career, I have spent roughly one-third of my time coaching the people who worked for me.
Coaching allows you to develop a deep understanding of your employees’ challenges and to accompany them through their decision-making processes—without making decisions for them. It helps you identify their fears and concerns as well as limiting beliefs and potential distractions. Coaching also opens the door to clearly communicate expectations and, when necessary, deliver difficult messages.
Balancing Demands and Support
Once you have sufficiently challenged your employees, you will continuously move between coaching and challenging, always seeking the optimal point at which they can achieve peak performance. This balancing act requires sensitivity to ensure that employees are neither under-challenged—leading to boredom and lower output—nor overburdened to the point of unhealthy stress.
Keep in mind that not every employee can consistently deliver peak performance, even when giving their best. We are all human, and private challenges such as illness or family obligations can affect work performance. An employee caring for a sick relative or going through a difficult divorce, for example, may not be able to perform at their highest level despite strong commitment. As a leader, it is essential to discuss such issues in your coaching role and to show empathy.
Showing Empathy Without Lowering Expectations
However, this does not mean that employees can “rest” on these circumstances. It is about showing compassion and understanding for difficult life situations while still ensuring that employees deliver the best possible performance within their situation. Of course, no one can immediately give 100% after a serious personal setback, but after some time, higher performance should return.
If you notice that certain employees continually bring up past hardships over an extended period—exaggeratedly saying things like, “My father died only two years ago and he was already 89”—you should address this directly and point out the consequences of such behavior. If nothing changes, even the best coaching will not help, and it may be better to part ways.
Supporting Long-Term Career Planning
Coaching is not only crucial for evaluating current performance but also for supporting long-term career planning and development. This applies both to your role as a coach for your employees and to any coaching you might seek for yourself as a leader.
At its core, coaching helps answer the key question: What does my future look like?
Throughout my career, I have had numerous conversations with leaders to help them understand their place in the bigger picture and to clarify their potential career paths.
To many I could say: “There are no limits to what you can achieve if you truly want it. You have the potential to become a strong leader, build a great culture, run a company, and deliver exceptional results. I will help you find your way and provide opportunities for growth.”
With others, I had to be honest: “I know you have ambitious career goals, and that’s great. But realistically, you need to become much more resilient than you are now. Otherwise, you won’t get far. You must learn to remain calm and objective to lead your team effectively. Without that ability, you will not reach your goals.”
And to most I said: “You are doing a great job. You meet the performance standards I’ve set for the team, which is no small feat. But now there are a few areas I’d like to work on with you so that you can become even better.”
Each Person Decides for Themselves
Ultimately, every leader and every employee decides for themselves whether to follow the advice of a coach or manager. Some will never be willing to put in the necessary effort and attention to improve. Others, however, will thrive when they see the possibilities ahead and will want to achieve more. You choose which side you stand on.
In the third part of this blog series, we will turn to confronting—a necessary step when people do not respond to the phases of challenging and coaching. Until then, feel free to share your questions or experiences with the Challenge, Coach, Confront principle.