Managers as Coaches
Managers as Coaches
Coaching can be used to facilitate an individual's own learning and development by enabling him or her to maximize their capabilities and improve their performance.
Whilst executive coaching has been at the forefront of many personal learning and development initiatives over the past few years, the investment required for professional external coaches can often be prohibitive for individuals.
The priority within many organizations has therefore been to develop the coaching skills of their own managers to benefit team members and individuals at all levels.
There are several different coaching models that can be applied at managerial level according to the learning styles of the individuals and the objectives of the coaching.
Whilst these models, processes and techniques are covered in depth on our "Coaching Skills for Managers" training course, there are several key characteristics that can define successful coaching:
- The coach should be an objective partner unconstrained by corporate politics, hidden agendas or history.
- The coach develops a trusting relationship with the individual as the critical foundation of all their interactions.
- The coach has the individual’s success in mind when she delivers direct and specific feedback.
- The coach enables the individual to see their gaps and opportunities for growth through distinctions and examples based in observation.
- Non-judgmental feedback enables the individual to "let it in" and creates the clearing for taking new action
A successful coach will demonstrate such characteristics whilst possessing an essential understanding of human behavior and learning styles and utilizing a toolbox of coaching skills and techniques.
As a manager, there are 5 Key Coaching Habits that can be applied in your day-to-day role that reflect the principles of effective coaching:
- Problem solving - Before answering staff questions, ask them to suggest a solution to the problem... if staff are encouraged to offer their suggestions, true mentoring/coaching can begin. Plus, it is also a good way to find new approaches to solving old problems.
- Allow staff to make and learn from mistakes, (within reason)... by allowing mistakes and then coaching to improve performance, 'subordinates' will be more willing to take responsibility. A common tendency to ridicule or 'hit' those who make mistakes is a major reason for the failure of many empowerment programs.
- Prioritise, take action and be productive - Manage the in-tray using the "ABC" method. First, split the in tray into 3 even piles (A, B & C) based on your criteria for prioritization, then assume there is no B... take B pile items and place them in A or C, then bin the C pile, (or have it filed). Immediately take at least one positive step on each task in the 'A' pile: respond, instruct, seek clarification, or delegate.
- When delegating agree (rather than set) deadlines... if you don't agree a deadline you run the risk of getting a, 'I haven't had time yet'. By agreeing a deadline the other party has to be up front about their current workload and will have little or no excuse for not performing the task allotted.
- Check progress - Confirm progress on tasks delegated to staff or assigned to colleagues. A good formula is to seek a report at 'half time' and in the 'final quarter.
