Types of conversations that may arise during coaching

Within the realm of leadership and teamwork coaching, the need arises for a variety of conversations that effective managers must learn to have during a coaching session. Each type of conversation serves a unique purpose and contributes to the process of development and growth.

In exploring the various types of interactions and dialogues that can take place, the importance of considering different approaches to achieve meaningful results is evident. In coaching conversations, each time a dialogue is established with an employee/coachee, it presents an opportunity to explore possibilities, work on resolving obstacles, foster growth and better understand the individual's behavior. Unlike everyday conversations, coaching conversations require engagement with the topic at hand, seeking a meaningful and deep interaction.

Within this context, the key types of conversations that can arise are explored here:

• Self-awareness and assessment: at the beginning of a coaching relationship, it is common to conduct an assessment. Personal beliefs and values that may influence behavior and decisions are explored. These conversations foster self-awareness. It is used to gain insight into the needs of the employee/coachee and to engage them in a self-assessment. This process helps to understand how he/she sees his/her own areas for improvement as he/she is invited to reflect on his/her performance.

• To build confidence and self-esteem: building the coachee's confidence is critical. This is achieved through questions and other forms of inquiry that reflect the positive aspects of the individual. Highlight what they have done well and get them to notice it. Fact-based affirmations can increase the coachee's self-confidence and confidence in his or her ability to address challenges.

• Guidance: Providing guidance in the right way and at the right time is a challenge in coaching. It is not about giving direct advice, but about creating learning moments. It is essential to ensure that the coachee is open to suggestions and that these are presented as starting points to initiate a dialogue on the best action to take.

• Discovery: sometimes it is necessary to encourage the employee to be open to exploration. Exploratory questions can help the individual to consider issues more deeply and to draw valuable lessons. These questions can help challenge faulty assumptions and uncover new perspectives. For example, open-ended questions about how the reality and results obtained match with their expectations, as well as their thoughts and feelings about it.

• Attitude change: When an employee makes decisions based on erroneous assumptions, coaching becomes challenging. Rather than directly telling them what to do, it is important to conduct a conversation that allows the individual to realize that they are drawing incorrect conclusions, either due to lack of information, bias or automatically relying on previous experiences. Carefully worded questions and comments can help challenge erroneous assumptions and lead the individual to a more accurate understanding. For example, by asking them to consider