Coaching is a core activity in movement ministry. Many leaders consider it the most empowering ministry activity of all. So, it comes as no surprise that effective movement catalysts are highly competent at coaching. The way they coach is different from what many think, and I will show how. This blog offers you a few simple yet powerful coaching questions for your everyday ministry praxis. It also presents a helpful framework for any coaching conversation. At the end I’ll share some practical steps you can take to grow your coaching skills and become a more empowering leader.
The centrality of coaching in movement ministry
Due to its strongly empowering impact, coaching is essential in movement ministry. Younoussa Djao, Field Team Leader of New Generations, states that “coaching is a core DMM activity.” Stan Parks, Co-Leader of the 24:14 Coalition, believes coaching needs to be emphasized more in movement ministry. He recently commented, “One weakness in the past has been coaching. Early on we did not emphasize coaching enough, and many of us have tried to improve that.” He believes that training always needs the follow-up of coaching to have lasting impact. In his experience, giving workers movement training but no plan for coaching, “puts them swimming against a strong tide.”
Coaching makes an essential contribution to any change initiative, and thus to movement ministry. Any initiative that creates lasting change requires three elements:
Training – which provides the impetus for change
Tooling – which equips with the tools needed to implement the change
Coaching – which empowers toward full integration in the change process.
In my experience in the movement world,
many of us don’t understand clearly what coaching actually is.
many are too busy to devote the time to coaching (both giving and receiving) that in theory we believe it deserves.
many lack the training needed to coach effectively.
What coaching is and what it isn’t
First, let’s get clear what we’re talking about. The kind of coaching that effective movement catalysts use is captured in this definition, which I used when I surveyed them. Catalysts skillfully ask insightful and powerful questions which draw from other people’s experience and learning, in order to facilitate their discovery of things for themselves.
To understand coaching, we compare it with some other key ministry activities:
Table 1: Coaching in Comparison with other Ministry Activities
Training | Consulting | Mentoring | Coaching |
An expert with knowledge and experience facilitates learning and skill development. | An expert provides advice, working with others to diagnose problems and recommend solutions. | An expert guides the development of character and competence by sharing from their experience. | A coach asks insightful questions towards self-discovery, to facilitate self-discovery. |
Coaching is not telling – this disempowers the catalyst.
Not counselling – coaching looks not primarily at the past, but at the present and the future.
Not advice-giving or problem-solving – coaching asks questions, not delivers answers.
Not making comparisons with others – the coachee serves in a unique context which needs unique solutions and ideas.
Not consulting or mentoring – a coach does not give information or expert advice.
Is Coaching in the Bible?
Some may wonder: Is coaching biblical? The word “coaching” does not even appear in the Bible, does it?
Jesus asked questions 307 times, whereas the Synoptic Gospels record only five sermons.
Even though the word “coaching” as such (or an equivalent in the original languages) does actually not appear, the function of coaching does appear in the Bible.
Looking at the life of our Master, the Gospels record Jesus asking 307 questions (Copenhaver, 2014).
By comparison, each of the four Synoptic Gospels records only five sermons.
Five times preaching versus 307 times coaching… wow.
The Gospels also record Jesus being asked 183 questions.
Of these 183 questions, Jesus answers only three of them.
Only 3 of 183… wow again.
Apparently Jesus does not want to give people all the answers. Instead, he guides people toward self-discovery. Jesus extensively asked coaching questions. He asked people questions more often than he gave them answers. He asked questions directing people toward self-discovery much more than He preached at them. In conclusion, asking coaching questions was central to Jesus’ ministry practice.
Two powerful coaching questions
Whether the coaching paradigm is new to you or you have practiced coaching a long time, you will find the following two simple coaching questions powerful.
First, coaching prioritizes the other person, with their agenda and what they see, rather than ourselves and what we see. To draw that out, in one-to-one interaction as well as with teams, a great question to ask is: “What is most essential to you to address now, in light of the vision?”
Another powerful question to generate insights on any matter (and help you refrain from telling others what you think), is to ask: “What do YOU think?”
If you incorporate these questions into your vocabulary and make a habit of asking them frequently, that alone will make your leadership much more empowering.
Try them out!
Best practices from movement catalysts
The following best practices come from effective catalysts. They reported on surveys that they have incorporated these best practices into their lives, and assess them to have contributed to their catalyzing of a movement:
Best practice 1: Asking insightful and powerful questions. Catalysts lead by asking questions rather than giving answers or telling people what to do. These questions generate new insights and have the power to expand or change understandings. Most of the time, the essence of these questions is to ask: “What/how do YOU view/see/understand/evaluate/discern this?”
Best practice 2: Drawing from others’ experience and learning. Catalysts draw mainly on others’ previous experience and learning, rather than sharing their own. Coaching calls attention to the many resources within the person coached. This is what makes coaching so empowering.
Best practice 3: Facilitating self-discovery. As the person being coached reflects on the questions the coach asks, they gain insights and discover new things for themselves. Discovering a truth helps a person own it and run with it much more than being told a truth.
A helpful paradigm to guide your coaching conversations
Any serious coaching conversation consists of five elements. To make them memorable, I have named them with the acronym MOVES. They are: MEET, OUTCOME, VIEW, EXPLORE, and STEPS.
MEET – At the beginning of every coaching conversation it is crucial to connect and establish rapport. You probably already know many ways to do this in general. In the context of coaching it is especially beneficial to ask, “What progress have you been able to make since we talked last?” Everyone loves talking about their progress, and it provides accountability.
OUTCOME – Drawing out what the other(s) really want(s) helps them determine their desired outcome. “What outcome do you want to achieve? What would you like to take away from this conversation?”
VIEW – To view current realities two questions are particularly insightful: “What are the current realities, compared to your vision? What specifically about these realities needs to change?”
EXPLORE – Once current realities are well understood, your questions should help the other(s) explore options forward. “What are your options to change this reality?”
STEPS – When a long list of potential ways forward has been established, a coach helps the other(s) commit to steps forward. “What specific steps do you commit to, and by when?”
Even catalysts struggle with coaching as much as they want too
Of all the movement catalysts I surveyed, 21% indicated that the above description of coaching did not fit them “fairly often” or “frequently if not always”. In reality, they practice coaching only “once in a while” or “sometimes”. Simply put, they practice coaching but not consistently.
Fifteen % of all catalysts commented that while all the other aspects of coaching described them well, one didn’t: “spending time coaching to help develop strengths”.
When I asked catalysts specifically, “does the above definition of coaching describe you fully?,” 6% admitted that although they exhibited this skill of coaching fully, they did not exercise it as regularly as their own standards suggested they should. The following Table 2 depicts the distribution:
Table 2: Coaching Practice of Effective Catalysts
% of Catalysts | Consistency of Coaching |
85% | State that the above description of coaching describes them fully |
79% | Practice coaching fairly often, or frequently if not always |
21% | Practice coaching once in a while or sometimes |
15% | “I spend time coaching to help develop strengths” does not describe them fully |
6% | Practice coaching not as regularly as their own standards |
No other catalytic quality in the lives of movement catalysts shows such a significant knowing-doing gap as coaching.
Therefore, catalysts rate their overall coaching competence only at 3.09 on a 0-4 Likert scale. This rating is below the average of all traits and competencies I investigated.
Table 3: Coaching Self-Assessment of Effective Catalysts
Quality | Catalysts |
Average of all 47 qualities | 3.28 |
Coaching | 3.09 |
The reason coaching didn’t make the cut, and we weren’t able to add it to the list of the 21 Catalytic Qualities that characterize all effective catalysts is that no other quality showed such a significant knowing-doing gap – no other quality showed such a significant discrepancy between the theoretical “I possess this quality and am convinced of its significance” and the practice of “I exhibit this quality consistently”. (In my research, I prefer to focus on what effective catalysts actually live and practice; I’m less interested in what they believe in in theory or what competencies they possess latently.)
Coaching does take time. Apparently even a good number of effective catalysts struggle to give it the time they believe it deserves. But I hope the fact that 85% of effective catalysts exhibited the coaching competence fully gives you a strong incentive to make coaching a priority and give it the necessary time. I challenge you to resist the temptation to take a short-cut and switch back into the easier pattern of “telling” – even amidst many pressing issues.
I face that temptation myself. But here is the mental trick I use. I tell myself: ‘Emanuel, do you want to now get this done in 20 minutes, but then have the person come back to you next time they face a similar challenge? Or do you want to invest 40 to 50 minutes in a coaching conversation, that will equip this leader long-term to tackle this and similar issues by themselves?’ I conclude that the one-time investment of 40-50 minutes is more effective long term than 20 minutes now plus multiple times in the future.
Growth Path to develop your coaching skills
Here are specific steps you can take, gleaned from the lives of effective movement catalysts and my own experience:
Practice asking “What is most essential to you to address now, in light of the vision?”
Ask “What do YOU think?” all the time.
Memorize the five powerful MOVES questions.
MEET: What progress have you been able to make?
What OUTCOME do you want to achieve?
How do you VIEW the current realities, compared to your vision?
What possible ways forward can we EXPLORE?
What STEPS forward do you commit to, and by when?
Practice the MOVES framework in coaching conversations.
Hone your coaching skills further. Check out a podcast (for example https://www.youtube.com/watch?v=nnHx0JFANVU), an online video (like this https://www.youtube.com/watch?v=-11qHwHrzKM), read a book (I recommend The Coach Model for Christian Leaders by Keith Webb (2019) for starters), or take a training seminar.
I agree with Stan Parks’ assessment that “many feel they don’t know how to get the right coaching and are not proactive enough in pursuing coaching.” Therefore I have decided to make these two offers.
Coaching for you personally
Currently, I have additional capacity to take on new coaching relationships. If you are interested, you can apply using the contact form on my website: www.catalyticleaderhip.info/coaching
If you are a women, and would like a female coach, I recommend my wife Anna. She is a licensed transformational life coach, has movement ministry experience, and has served cross-culturally. Find out more on www.crossroadscoach.co.uk
Coaching training for your ministry
We also offer you “MOVES™ – The Movement Coaching.” MOVES is, to our knowledge, the first-ever coaching approach developed particularly for practitioners of DMM and similar movement strategies. MOVES equips supervisors, coaches, and practitioners to evaluate deeply and hear from God, in order to gain insights that inform their strategy.
My wife and I initially developed MOVES for New Generations, who have adopted it organization-wide and are using it with the ambition to eventually train all 28,000 church planters of their global partners.
We now offer MOVES to any movement-oriented ministries. We offer to train the first cadre of leaders in three-day onsite training, and resource them to train others in your ministry. We also offer to combine the onsite training with an online cohort, to continue to deepen the coaching skills of your trainees. Check it out at www.catalyticleadership.info/coachingtraining.
What are your thoughts?
I would love to hear from you. What are YOUR thoughts? What is your experience? Leave a comment below! If you prefer to private message me, you can use the contact form.
Learn more about the other Catalytic Qualities besides coaching in my book Movement Catalysts. You can order your copy here.
If you found this helpful, how about you share this blog with your network?
Emanuel Prinz – Father’s Beloved & Movement Activist
References
Copenhaver, Martin B. 2014. Jesus is the Question: The 307 Questions Jesus Asked and the 3 He Answered. Nashville: Abingdon Press.
Webb, Keith E. 2019. The Coach Model for Christian Leaders: Powerful Leadership Skills for Solving Problems, Reaching Goals, and Developing Others. New York: Morgan James Faith.
Prinz, Emanuel, and Prinz, Anna. MOVES – The Movement Coaching Training: Practitioner Manual. Self-published.
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