When you build a coaching habit, you can more easily break out of three vicious circles that plague our workplaces: creating overdependence, getting overwhelmed and becoming disconnected.

the seemingly simple behaviour change of giving a little less advice and asking a few more questions is surprisingly difficult. You’ve spent years delivering advice and getting promoted and praised for it.

Michael Porter’s best, when he said, “The essence of strategy is choosing what not to do.”

It Asks People to Identify the Big Thing That Was Most Useful

To build an effective new habit, you need five essential components: a reason, a trigger, a micro-habit, effective practice, and a plan.

For example, when someone says, “I want you to talk to the VP for me,” he might really be needing protection (I’m too junior) or participation (I need you to do your part in this project).

you’ve mastered the fake question. “Have you thought of…?” “What about…?” “Did you consider…?”

Open with: What’s on your mind? The perfect way to start; the question is open but focused. Check in: Is there anything else on your mind? Give the person an option to share additional concerns. Then begin to focus: So what’s the real challenge here for you? Already the conversation will deepen. Your job now is to find what’s most useful to look at

change of behaviour at the heart of what this book is about is this: a little more asking people questions and a little less telling people what to do. But simple doesn’t mean easy, and theory’s no good if you don’t know how to put it into practice.