explorer-vs-lecturer-coaching skill

---
name: Explorer vs Lecturer Coaching Model
description: A feedback approach where the manager acts as a curious investigator rather than an authoritarian expert, using observation and questions to help direct reports self-diagnose issues. Use during 1:1s and performance reviews.
---

# The 'Explorer vs. Lecturer' Coaching Model

> "Your job is to enable people to be their very damn best... most of management is actually exploring with someone. It is being curious." — Claire Hughes Johnson

## What It Is

A feedback approach where the manager acts as a **curious investigator** rather than an authoritarian expert. It uses observation and questions to help the direct report self-diagnose issues.

## When To Use

- During **1:1 meetings**
- **Performance reviews**
- **Debriefing** after a high-stakes presentation
- When direct reports seem **stuck or defensive**

## Explorer vs. Lecturer Comparison

| Aspect | ❌ Lecturer | ✅ Explorer |
|--------|----------|----------|
| Stance | "I know the answer" | "Let's figure this out together" |
| Method | Tell them what to do | Ask questions to help them see |
| Focus | Your expertise | Their blind spots |
| Outcome | Dependency | Self-awareness |

## Core Principles

### 1. Hypothesis-Based Coaching
Form a scientific hypothesis based on data/intuition (e.g., "I think you are avoiding this stakeholder").

### 2. Ask a Question
Open with non-threatening inquiry ("Is there something we aren't talking about here?").

### 3. Own the Observation
Use "I" statements to share your perception without judgment ("My experience of you in that meeting was that you seemed nervous").

### 4. Mirroring
Reflect physical or verbal cues back to the person (e.g., "I noticed you physically backed your chair away when we discussed this topic").

## How To Apply

```
STEP 1: Observe
└── Notice patterns, body language, inconsistencies
└── Form a hypothesis (not a conclusion)

STEP 2: Open with Curiosity
└── "I've noticed something and I'm curious..."
└── "Can we explore [topic] together?"

STEP 3: Share Observation with "I"
└── "My experience was..."
└── "I felt like..."
└── NOT: "You always..." or "You were..."

STEP 4: Mirror Back
└── "When we talked about X, you seemed to..."
└── "I noticed your voice changed when..."

STEP 5: Let Them Diagnose
└── "What do you think is going on?"
└── "Does that resonate with you?"
```

## Common Mistakes

❌ Confusing "coaching" with "teaching" (telling them exactly how to do it)

❌ Using "exploring" as a way to avoid giving direct feedback when warranted

❌ Not following through after the exploration conversation

## Real-World Example

Claire observing a direct report physically moving their chair away from the table during uncomfortable topics and mirroring that observation back to them to uncover the root cause.

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*Source: Claire Hughes Johnson, Lenny's Podcast*