Leadership: When Managers Coach

You may already have the right people to enable your company to "win"--however you define the word.

A couple of years ago I was involved in designing a leadership program to develop the top talent in a global company. We created a model that used the management committee as coaches for the learning activities. First we coached the coaches on how to coach; then we turned them loose. It's been the most effective learning in nearly 30 years of leadership development and design.

What's happening that works?

• The top leadership learns a lot about their own abilities.

• They learn about their people while developing closer relationships with them.

• The high potential participants receive coaching and company insight from the leaders who know it best.

• The participants also "step up" their game. How often do you see the top leadership in a company totally dedicate two full days to the talent beneath them?

You Can Do It, Too

Managers are the natural lighting rods for developing talent. Coaching isn't another job--it is their job.

Companies are always looking for ways to develop people economically but effectively. Every research study on the planet shows that employees are most influenced--pro or con--by their immediate boss. That's exactly why managers at every level have the ability to make the most difference when it comes to grooming people for the future.

The mission: Give them the capability.

Three things managers can start now:

Appreciate: Focus on identifying the very best in others.

Encounter:  Seek the truth, wherever that path will lead.

Improve: Insist upon personal responsibility for performance growth.

When managers coach, we get "two personal bests" for the price of one.

Comments

[Terrence Seamon]

Great point, Steve!
It is indeed a win-win when managers coach.
Terry

[Steve Roesler]

Terrence,

Thanks for the affirmation.

While you were affirming, I was clicking my way around the EE Network. Am thinking about posting this and the previous article separately on the EE blog because of the close tie-in of the two.

Given the folks you see pass through your programs, what is the biggest challenge to them when it comes to sitting down and giving guidance to direct reports?

[Frode H.]

I worked as a coach before being promoted to department manager, coaching is a great way of leading. But when you develop people be careful not to develop them the way you want. Teach them to develop by finding their own path. This can be challenging when you also are a manager, as people can develop and understand that they work at the wrong place and quit. :) You can coach to form people according to your companys' needs but I would not recommend it. To be a great coach and manager you must allow people to evolve the way they feel right.

[Wally Bock]

Great post, Steve. Coaching is not a bolt-on, aftermarket accessory to managing. It's part of the basic job.

The only thing I would add to your list of things is "show up." You can't coach your people if you're not around them and they're not around you.

[Miki]

There's an old Chinese proverb that goes
I hear and I forget;
I see and I remember;
I do and I understand.

Perhaps one of the most valuable by-products of coaching others is the depth of understanding one needs in order to pass along the knowledge.

[Frode H.]

I hear and I forget;
I see and I remember;
I do and I understand.

Great! I liked it! Thank you for giving me 3 small lines of inspiration today.

[Steve Roesler]

Miki,

I wonder what would happen if that were in the front of our minds all day?

In college I had a prof who used that as his mantra for the class. It was the single thing that I remembered when I graduated and started off as a teacher.

Thanks for bringing it back into the conversation.

[D A Morton]

Great article. I completely agree in theory. One of the things I run into in my coaching business as I am sure you do is that the people who are in the positions of leadership are not the leaders they need to be. I am sure that that is where your work begins as mine does. We must help the "leaders" to be more focused on leadership over management. That is where the big impact is. I would love your perspective in this area.

[Steve Roesler]

Hello, D A,

Welcome to the discussion; it's good to see you here.

Indeed, the coaching/developmental part begins with a need. I would state it a bit differently: it begins when someone in a leadership role wants to become more effective because of a recognition that that is what the organization needs.

As for the leadership/management distinction: D A, that's a month worth of conversation. I understand the intellectual distinction; at the same time, I find that it's not at all helpful to the people who are running businesses. If coach/advisors can work with leaders to help gain clarity about what's important and assist them with the personal/professional toolbox to lead people to results, then we've done our job well. The leadership/management talks are only useful if someone hasn't become clear about the scope of a higher level role.

I hope that offers at least some food for thought. Looking forward to seeing you here again.