Cori Maedel

When I started my career as an HR professional, I was one of many who took on HR tasks as part of another role. At that time, the HR department was seen as the Personnel department – a group that did little more than hire, fire and plan the occasional party. My desire to add value to the company led me into areas more often found under today’s HR umbrella, including organizational behaviour and the development of individuals. I found myself reconsidering the HR infrastructure and how it supports the company as a whole.

I’m glad to see that, over the years, HR has become more of a partner in the management of many organizations. One thing remains the same, however: people still expect me to have all of the answers. Whether I’m a 20-something or now a 40-something, a generalist, VP, or consultant, the title of HR has meant that I have to know everything about everything to do with HR, especially when it comes to people.

As I rose through the ranks, it took me a long time to come to terms with how complex HR really is. It made me nervous thinking I was expected to have all of the answers. As a result, I spent many years feeling insecure because I believed I was supposed to know more than I did.

What scared me even more was being told by some of my mentors that HR is about absolutes.  I soon realized that there is an inconsistency in knowledge within our profession, coupled with high levels of expectation. The usual assumption seems to be not only that HR should have all of the answers, but that all HR professionals and strategies are created equal.

Yes, there are key legal requirements we must know within HR, but when it comes to working with and coaching people, we have to accept the fact that there are no absolutes. Coaching gave me the freedom to not have all of the answers, but more importantly, it taught me the power of helping others to discover their own answers.

I was once coaching a woman around time management. She was frustrated with herself because, when a client called, she could spend an hour or more on the phone with them – time she couldn’t spare. She thought time management was the issue. We dug a little deeper and then I asked her a simple yet (for her) powerful question, “If you only want to spend X amount of time on any given call, what visual aid or guide could you use to monitor how long you are on the phone?”

My old HR self would have given her a solution, but instead I asked her for one and gave her time to come up with an answer. Her solution was to buy an old-fashioned egg timer and, at the start of each call, she would pick it up and turn it over to ensure that the call ended before the sand ran out. I can tell you that I would never have thought of that, dreamed it or used it. It may seem like a small example, but it was a memorable one for me. I was reminded in that moment that there is no way I could know more about you than you!

Our HR role in working with employees and managers is rooted in knowledge and education. Part of that knowledge is understanding how to guide people to their own conclusions and how to enhance their trust in their own knowledge, skills and ability. For me, the art of coaching in HR comes from knowing that you don’t have to have all of the answers – partly because that is an impossible task and partly because it isn’t the most helpful approach. The profession of HR is deeply rooted in the behaviour of people and that is an area in which we will never know everything there is to know. Coaching is one way to support others and help them to grow and learn, but it will also force you to do the same.  I have learned as much from the people I’ve coached as they have learned from me.

So, the next time someone comes to you with a problem, instead of jumping in with your answer, help them to find their own. There are times when you may need to supply some subject matter expertise but, even then, give people room to learn in their own way. The solution that results from coaching fits the individual and it comes with a bonus – the gift of respect for their own problem-solving process. 

I take comfort in knowing that I don’t have to know everything there is to know about individuals and I am thankful to work in a profession where I am taught something new on a daily basis.

Here are a few tips to get you started.

·         Build trust

·         Listen, really listen and hear what they are saying; do not react

·         Ask questions (without an agenda) to get to the root of the problem – not necessarily the root you think it is; be open to being wrong

·         Give the employee time to process what is being asked and to come up with their own solution to the problem

·         Coaching without action is merely a conversation; ask the employee to come up with an action item that you both agree to, that creates just enough creative tension to be successful – pushes them just enough.

·         Keep building trust

About the Author:
Cori Maedel is the Chief Executive Officer of The Jouta Performance Group Inc. Liked what you read? Questions and comments are welcome on the HR blog at www.jouta.com.