38 pages • 1 hour read
Michael Bungay StanierThe Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever
Nonfiction | Book | AdultA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more.
Summary
Background
Chapter Summaries & Analyses
Key Figures
Themes
Index of Terms
Important Quotes
Essay Topics
Tools
BetaIntroduction 1-Question Masterclass Part 1Chapter Summaries & Analyses
Introduction 1 Summary: “You Need a Coaching Habit”
Michael Bungay Stanier begins The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by making the case that, while coaching is generally considered significant, not everyone knows how to effectively provide it. He also argues that many managers already perform a form of coaching, but research indicates that a majority of people who receive this coaching do not feel as though they have been coached at all. He believes there are three reasons for this: Firstly, managerial training is sometimes too theoretical to process; secondly, people sometimes fail to translate training into practice; and thirdly, people tend to give advice instead of asking questions. Bungay Stanier maintains that effective coaching is not difficult, that it should be a daily practice; to him, the true essence of coaching lies in helping others unlock their potential (7). He then identifies three cycles that tend to cause problems in the workplace, which ineffective coaching contributes to: overdependence, being overwhelmed, and becoming disconnected. Developing effective coaching habits mitigates these cycles.
Introduction 2 Summary: “How to Build a Habit”
Bungay Stanier claims changing behavior is at the heart of the book. He recognizes that though this seems easy, it is not. Changing habits requires “five essential components: a reason, a trigger, a micro-habit, effective practice, and a plan” (18). Bungay Stanier summarizes these components with practical applications for creating new habits. He moves from this breakdown to a more specific discussion of triggers, what they are and how to identify them as they tend to be overlooked. He concedes that as one modifies their leadership style, they may experience resistance. In order to overcome this, Bungay Stanier recommends starting small and easy, and ensuring one is resilient.
Question Masterclass Part 1 Summary: “Ask One Question at a Time”
Bungay Stanier introduces the structure of the book, the implementation of seven questions into seven chapters. He analogizes driving through a rotary in Paris to define the phrase, “Drive-by questioning” (31). To offset the potentially overwhelming nature of seven key questions, he recommends asking one question at a time. Bungay Stanier then provides a three-part tutorial on how to replace the old habit of asking too many questions. The tutorial follows this model: “When this happens… […] instead of… […] I will…” (33).
Introduction 1-Question Masterclass Part 1 Analysis
The introduction to The Coaching Habit delves into Michael Bungay Stanier’s purpose, theoretical justifications, and target audience. Bungay Stanier speculates that while the demand for management coaching is increasing, which means more people are receiving training, the application of this training is inadequate. People are learning how to become more effective managers, but their training is not leading to a higher level of management quality. There is a disconnect between training and real world applications. To further illustrate his point, Bungay Stanier points to data that highlights the discrepancy: “Research in 2006 from leadership development firm BlessingWhite suggested that 73 percent of managers had some form of coaching training” (4), but “[o]nly 23 percent of people being coached […] thought that the coaching had a significant impact on their performance or job satisfaction” (4). This data shows the need for a more effective approach to teaching leadership skills, ultimately what the book attempts to do.
Additionally, the introduction establishes Bungay Stanier’s credibility. He mentions his company, Box of Crayons, which provides leadership development services, and that “trained more than ten thousand busy managers like you in practical coaching skills” (7). This allusion to the company’s success establishes Bungay Stanier as an expert in his field. His arguments are based on real success, experiences of what works and what does not work: “You can build a coaching habit, but only if you understand and use the proven mechanics of building and embedding new habits” (7). To him, while effective coaching—comprising Effective Communication and Coaching Techniques—is within reach for anyone, the most direct way of achieving this is by following his instructions.
The introduction frames its primary audience as managers who frequently coach employees. Bungay Stanier is explicit about this, saying, “At my company, Box of Crayons, we’ve trained more than ten thousand busy managers like you in practical coaching skills” (7). The book is an extension of the work done at Box of Crayons to help people develop more effective leadership skills; therefore, it is primarily intended for those in positions where they will coach employees. However, Bungay Stanier maintains that many of the book’s strategies are useful in other relationships, such as “with customers, suppliers, colleagues, bosses and even (occasionally and, obviously, with no guarantees offered) spouses and teenage children” (12).There is a specific aim for the book, but its strategies have a broad range of utility. The theoretical approach to these strategies explains why they can be universally applied: “The essence of coaching lies in helping others and unlocking their potential” (7). Coaching is not a top-down command that dictates one person dole out directives while the rest follow without question. While this may happen, Bungay Stanier argues it is ineffective. Quality coaching is about helping others and leading them to their own development. The books’ strategies, based on seven key questions, have this principle at their core. The habit of coaching should be informed by what works best for the coached.
