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Coaching in Management – Temporary ‘Fad’ or Essential Business Skill?
There is a lot in the press just now about how effective coaching can be both in the workplace and in people’s personal lives. Life coaching is fast becoming a necessity for many people and in response there has been a recent ‘explosion’ of accredited life coaches being churned out by various Life Coach Training Schools. But, what about in business? Can a manager employ coaching skills to further the performance and general well-being of their employees?
My experience as a coach since 1994 has shown me that coaching used correctly and appropriately can indeed transform an employee’s performance and as a result can also ensure that the employee remains motivated and loyal to their manager and company. Managers who coach effectively tend to have more stable, motivated and productive teams.
At this point it is essential for me to emphasise that coaching is only part of the manager’s role and that the challenge for management is to ensure that all the differing aspects of management are built into the role. It is fine for me to promote the skill of coaching but without the other aspects of management then a manager would not be fully effective and would not last long in their role.
Recruitment, performance management, financial management, business planning and customer engagement are just a few of the skills that a manager needs if they are to be successful. A manager must ensure that they get the balance of all skills right in order to continue to be successful. Being a successful coach does not guarantee managerial success. I know, I’ve been there!
The challenge for coaching is that in the ten years I have been coaching business people, I see managers struggling to cope with coaching, both in terms of taking the skills on board and also of taking the time to put them into practice. I’ve encountered weird and wonderful excuses as to why managers don’t or won’t coach.
“It’s easier and less time consuming to tell them what to do” is one common ‘reason’ or “I am here to manage, not to coach” is another reply I have heard.
Probably the worst comment I heard was, “These people do not deserve a coach”.
Training courses have helped to give people some initial exposure to the skill of coaching, although the challenge is that once the course is over, is there any qualified coaching support available to ensure follow-up?
I would like to quote Sir John Whitmore from his book ‘Coaching for Performance’
“….the hunger for coaching has resulted in hastily and inadequately trained managers, or so called coaches, failing to meet the expectations of those they are coaching. In too many cases they have not fully understood the performance related, psychological principals on which coaching is based…”
How true! And in my own case, in my early managerial days, VERY true! I was thrown into coaching at a time of extreme organisational change. Training was given and although some of it stuck, the majority of it was lost in the “need to get things done”, task-orientated culture that the organisation I worked for at the time had. It was only until I experienced expert coaching from an external independent coach that I realised and experienced the power of good coaching. It had taken me thirteen years of numerous managers before I experienced the effects of excellent coaching. It really did change the way I looked at life and also the way I approached it. I also became far more productive than I had been previously.
The longest journey starts with the first steps. So, with regards coaching what should these be. You need to clarify in your own mind, “Exactly, what is coaching in a management context?”
We are all aware that there are coaches in sport and sometimes that is where the initial confusion starts. A lot of coaches in sport are actually not true coaches, they are trainers. Trainers can tend to shout a lot, they direct, they pass on advice, advice usually based on their own knowledge and experience. Good coaches are self-aware; they listen intently, question appropriately and challenge assumptions and actions. They will direct, but only when appropriate, and they only use their own knowledge and experience when they know it will move their employees forward.
In my own experience one of the main differences between a good coaching manager and a directive trainer/manager is that the manager does not make judgments and does not let ego get in the way!
Coaching aims to enhance the performance of others through feedback, motivation, effective listening and questioning. Above all, coaching aims to enable the employee to do it for him or herself!
A good manager will realise, though that coaching is not used in very employee – manager interaction and that depending on the employee’s motivation and skill level, more directive approaches should be used. When coaching is needed, the capable manager will be able to utilise coaching models such as ‘GROW’ and ‘OUTCOMES®’
There are numerous definitions of coaching and I would advise you now to go out and do some reading on the subject. Go to your work library, your local public library, check the web, and (check the attached links for information) speak to a coach if you know one. Make sure you understand what coaching is, what coaches do, and what skills coaches and managers need to coach effectively. You can find more about coaching and the various models that will enable you to coach by visiting the sites listed below.
www.pmcscotland.com
www.coachville.com
www.coachu.com
www.coachfederation.org
Why not talk to your own boss and see what the company can do for you. There is probably money in a Training or Personal Development Budget somewhere. Go on a course. Or you could hire your own coach! Again check the web. You can find lists of coaches on the International Coach Federation site.
It is vital that you do get a full understanding of what coaching is about and where it fits in the overall scheme of management.
Summary:
Coaching is an essential business skill.
Many managers do not possess the appropriate skills or do not use them as often as they should.
Coaching is only part of the manager’s role and should be used in balance with the other skills.
Managers should fully understand what coaching is about and what it entails before embarking on using the skills.
About the author:
Allan Mackintosh is a Performance Management Coach with PMC Scotland and Reivers Development. He is the author of ‘The Successful Coaching Manager’ and the creator of the OUTCOMES® and CARERS™ performance coaching models.
He can be contacted on 00 44 1292 318152
E-mail – allan@pmcscotland.com / allan@reivers-dev.com
Web: www.pmcscotland.com www.reiversgroup.com
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