4 Reasons Managers Should Spend More Time on Coaching
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1. - They see coaching as an essential tool for achieving business goals. - They are not coaching their people because they are nice, they see personal involvement in the development of talent as an essential activity for business success. Most managers will tell you that they don’t have the time to coach. However, time isn’t a problem if you think coaching is a “must have” rather than a “nice to have.” Whether it’s because they are competing for talent, operating in a highly turbulent market place, trying to retain their budding leaders, or aiming to grow their solid players, they believe that they simply have to take the time to coach.
2. - They enjoy helping people develop. - These managers are not unlike artists who look at material and imagine that something better, more interesting, and more valuable could emerge. They assume that the people who work for them don’t necessarily show up ready to do the job, but that they will need to learn and grow to fulfill their role and adapt to changing circumstances. Coaching managers see this as an essential part of their job. They believe that those with the highest potential, who can often contribute the most to a business, will need their help to realize their often-lofty ambitions. As one manager told us recently, “Isn’t helping others to be more successful one of the key roles of a manager?”
3. - They are curious. Coaching managers ask a lot of questions. - They are genuinely interested in finding out more about how things are going, what kinds of problems people are running into, where the gaps and opportunities are, and what needs to be done better. Typically, they don’t need to be taught how to ask questions because it’s a natural strength. This curiosity facilitates the coaching dialogue, the give-and-take between coach and learner in which the learner freely shares his or her perceptions, doubts, mistakes, and successes so that they together reflect on what’s happening.
4. - They are interested in establishing connections. - As one coaching manager stated, “That is why someone would listen to me, because they believe that for that time, I really am trying to put myself in their shoes.” This empathy allows the coaching manager to build an understanding of what each employee needs and appropriately adjust his or her style. Some employees might come to coaching with a “Give it to me straight, I can take it” attitude. Others need time to think and come to their own conclusions. A trusting, connected relationship helps managers better gauge which approach to take. And coaching managers don’t put too much stock in the hierarchy. As a coaching manager recently told us, “We all have a job to do, we’re all important, and we can all be replaced. Ultimately, no one is above anyone else. We just need to work together to see what we can accomplish.”
Source: Harvard Business Review
Patty Block, President and Founder of The Block Group, established her company to advocate for women-owned businesses, helping them position their companies for strategic growth. Charting the course for impactful, sustainable, profitable businesses, the beacon is control: of your strategic direction, your money, your time, your staffing, and your ability to bring in business. The Block Group brings together the people, resources and ideas that build results.
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