Coaching the 4 Social Styles

By Suzy Hillard

C oaching is a critical part of

both developing people and
achieving business results. Each
Social Style has different prefer-
ences and expectations related to
being coached. By coaching people
in accordance with their Social
Style, managers can help employ-
ees perform at their best.

Applying Coaching
Processes across the Four
Social Styles
Most coaching processes are based
on setting expectations, track-
ing performance and results, and
providing feedback. The following
chart provides ideas for how to be
effective in these three aspects of
coaching with each of the Social
Styles.

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Coaching the 4 Social Styles

ANALYTICAL DRIVER
Setting Expectations: Setting Expectations:
›› Make sure the expectations are clear and tangible—consider ›› Express expectations in terms of goals, results, and deadlines.
putting them in writing. ›› Set both realistic and stretch goals.
›› Invite questions and dialog about the expectations, priorities, ›› Clarify any risk boundaries related to how the task will be
timelines, etc. accomplished.
›› Identify the resources necessary to meet the expectations. ›› Emphasize where a task fits in terms of priorities.
›› Clarify how it will be determined whether the expectations
are met. Tracking Performance and Results:
›› Ask the person to inform you if things are not progressing to
Tracking Performance and Results: expectations.
›› Check in on progress at regular, predetermined intervals. ›› Check in on milestones for larger projects.
›› Ask focused questions related to the plan for accomplishment.
Providing Feedback:
Providing Feedback: ›› Focus on the accomplishment of goals and results.
›› Ask the person to analyze his or her performance. ›› Conduct a brief discussion on pluses and minuses of the
›› Ask for and provide both positive feedback and constructive process.
criticism. ›› Clarify what was learned that will contribute to greater
›› Make sure the feedback is related to the task and the effectiveness in the future.
established expectations.
›› Provide tangible evidence to support your feedback.

AMIABLE EXPRESSIVE
Setting Expectations: Setting Expectations:
›› Focus on both task and people aspects of the expectations. ›› State the expectations in terms of your vision for the future
›› Ask if the person has any concerns about the expectations. and how the person will uniquely contribute.
›› Help prioritize the task against others on the person’s plate. ›› Brainstorm ideas for how the task can be accomplished.
›› Offer personal support. ›› Clarify any incentives related to achieving the goals or
accomplishing the task.
Tracking Performance and Results: ›› Be clear about deadlines.
›› Check in about how the person is feeling about accomplishing
the task. Tracking Performance and Results:
›› Encourage the person to approach you and ask for support, ›› Check in occasionally on how things are going.
if required. ›› Be prepared to listen and problem-solve.

Providing Feedback: Providing Feedback:

›› Engage in a conversation about the process as well as the ›› Let the person tell his or her story of how things got done.
outcomes. ›› Engage in a conversation about what worked, what didn’t, and
›› Provide positive feedback about the person’s contribution. what was learned.
›› For constructive feedback, focus on what could have been ›› Provide public recognition for outstanding work, where
done differently. possible.
›› Empathize with the person’s feelings—both positive and
negative.

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