Three principles for coaching innovation teams

Here are three simple operating principles for developing people working on/in innovation projects, ventures, and teams:

1. Let them fail. Coach should do their best to create an environment and conditions within which it is safe to fail because failure is the most fertile ground for learning. We humans can be very stubborn, and won’t give up our ideas easily—unless we personally experience failure. If a coach thinks that failure may be harmful, then they should intervene.
2. Never do it for them. The moment we agree to do something for the team we have terminated the coaching relationship. A coach can do something—e.g. design an experiment, revise a business model, sit in on a customer meeting—with the team, but not for or instead of them. Demonstration is fine; delegation is not.
3. Forget Socratic questioning. Asking a question when you know the answer is a waste of everyone’s time. It is also rude, condescending, and infantilising. There is no quicker way to lose face with a team one is trying to develop a relationship with. We should treat each other respectfully, as peers and adults. If we know the answer, say so, if we don’t, ask.

Above might seem, and feel slower, at the moment. It is actually an investment in the future because we are focusing on developing enduring skills and capabilities, that people can apply in the future as well. And that's what it is really about—acquiring and polishing ability to innovate, so we can really capitalise on the opportunity when we spot it.