Managers Can Be Effective Coaches
An interesting article by Jeff Matthews suggests that much of the training provided for manager-as-coaches has not dealt with the particular challenges that managers face in the corporate environment, in particular the power imbalance.
We agree that there are challenges which make it difficult for managers to take coaching skills back to the workplace. But it’s not impossible. Focusing on the ‘when’ of coaching is an important start. That is, involving people in identifying coachable ‘moments.’ We have identified 13 of these which are common to many organisations and there are more. We find that when coaching is used overtly in a range of situations, people are more likely to see the benefits of it. This then makes it more likely that managers will use coaching skills for performance-related situations. In addition, quality relationships do exist and even flourish within organisations which do not necessarily support a coaching framework. They flourish because the manager sets the tone for them to flourish. If managers have built up a substantial base of Relationship Equity, then coaching is naturally happening. They may not call it coaching of course.
So as manager-as-coach, we suggest that you, with your employees set aside regular time to do seven things. As a result, coaching will be happening without it feeling forced.
Educating both parties about the purpose and process involved in the use of a new skill or practice will increase the likelihood of its success. The leader who is using the new skill will have more confidence through knowing that their team members understand what they are looking to do, and are clear on their role in the process and therefore less likely to resist its introduction.
The benefit of taking a ‘slow’ approach to development involving spaced education events and time and support to put things into practice.
In this weeks blog I’m going to ask you a question and have you reflect a little.
How often does the word ‘should’ feature for you? When you look at the world around you, do you have a strong sense of how it should be? Do you see what should be done in your workplace and what shouldn’t? Do you have a clear view on how people should behave or act or what they should do?
Or what about yourself? Do you have a strong view on how you should be? How you should act or behave? Do you have a strong picture of what is right for you? How you should and shouldn’t be perceived? How you should look or shouldn’t? Do you find yourself saying ‘I should do that’ or ‘I shouldn’t do that’ a lot?
This word ‘should’ seems to feature very strongly for some of us.
With the Rugby World Cup over it seems we can now breathe a sigh of relief. The mayhem is over, we can celebrate the win, bask in the glory as a nation and get on with every day life…. until the next big thing. Recently speaking with friends, family and colleagues, it seems to be… Read more