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In Part 1 of this series, we covered the coaching playbook by deepening your understanding of coaching and mentoring and helping you flip the script to unlock the untapped potential of your team members.
In Part 2, you gained insights into casual and formal coaching styles to integrate coaching conversations into your day-to-day, along with actionable tips to put these tools into play to uplift your veterinary team’s performance.
Now, in Part 3, we reach the final step to coaching mastery: conquering the Advice Monster. By revealing it’s nature, we help you disarm the compulsion to offer instant answers as a mentor and, instead, refine your coaching prowess.
We share the secrets to slay the notorious Advice Monster, so you can elevate your veterinary team through coaching excellence.
It’s time to confront the challenge we all face: the irresistible urge to give advice prematurely.
Coined by Michael Bungay Stanier, the Advice Monster lurks within all of us, ready to offer solutions, even before they’re warranted.
For instance, a team member tells you they’re struggling to remember tasks and you suggest keeping a notebook. But what if poor memory isn’t the root issue?
Your Advice Monster, which operates from assumptions, rather than understanding, jumps in with well-intentioned but often misplaced solutions. They’re like that friend who always has an opinion.
Your first line of defence against the Advice Monster? Silence!
It may sound too good to be true, but those few seconds of quiet can be your most powerful weapon. Let the pause linger, resist the urge to immediately give advice, and engage in active listening – listening to understand, not just to respond.
To further repel the Advice Monster, employ the G.R.O.W. model introduced in Part 2. Guide your conversation through Goal, Reality, Options, and Way Forward using thoughtful questions like “what do you think is causing you to feel this way?”.
Remember, the Advice Monster is cunning. It masquerades as helpful questions, but, ultimately, it leads you astray.
Also, watch out for closed questions that can be answered with a simple “yes” or “no” and counteract them with open-ended questions. Open-ended questions encourage deeper thinking and problem-solving.
Alas, despite out best efforts, everyone falls victim to the Advice Monster from time to time. Don’t beat yourself up about it. It’s important to acknowledge there are instances where team members might genuinely need advice.
However, distinguish between mentoring and coaching—coaching fosters ownership, encourages independent thinking, and prevents repetitive conversations to help your team members grow.
When offering advice, don’t rush to give it. Sometimes, your team members need time to think. Encourage them to ponder, research, or reflect overnight. This depth of thinking often surpasses the quick fixes the Advice Monster would suggest.
In conclusion, we’ve learned the following crucial strategies to combat the Advice Monster:
☑️ Awareness: Acknowledge the existence of the Advice Monster and its potential harm.
☑️ Self-Reflection: Recognise when you’re offering advice prematurely.
☑️ Strategic Silence: Keep your lips shut for a few seconds to create space for deeper understanding.
☑️ Strategic Listening: Engage in active listening to comprehend, not just to respond.
☑️ Strategic Questioning: Use the G.R.O.W. model as well as open-ended questions to guide the conversation.
Remember, your coaching journey is an ongoing adventure.
Embrace the challenge, learn from every interaction, and continue fostering a culture of curiosity and growth in your veterinary practice!
Paul Ainsworth is the Founder and Director of Lincoln Institute of Veterinary Business and has built a distinguished career in senior management and leadership. He is a graduate of the Australian Defence Force Academy, the University of New South Wales, and the Royal Military College Duntroon. He was awarded the prestigious Sasakawa Leadership Scholarship while completing the Executive MBA program at the Australian Graduate School of Management. Paul began his career as an Infantry Officer in the Australian Army, serving internationally in five countries and culminating in service as a military observer in the Middle East. Following his military career, Paul was appointed the inaugural Director of ALDI Foods in Australia. In this role, he played a key part in establishing the workplace culture and operational foundations of one of the world’s largest food retailers during its entry into the Australian market. Paul later served as CEO and Board Chairman of Australia’s fastest growing company (BRW #1), where he was approached by the board to lead significant organisational change and offshore expansion in the highly competitive energy sector. In his spare time, Paul enjoys socialising with family and friends and exploring the many unique regions of Australia and the world.
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