Coaching Builds Commitment

Did you know that the majority of employees today expect their managers to coach them? At the same time, managers are concerned that they won't have all the answers.

That's understandable, given the human condition's need for a sense of control and, in a manager's case, the appearance of expertise.

The good news: Employees don't want advice. They want to be stretched and asked questions that allow them to sort things out and learn as a result.

Here's What It Takes

A productive manager-employee coaching relationship includes these elements:

• Self-Direction. The employee initiates areas for learning and relies on the manager for support when necessary.
  
  
• Self-Responsibility. The coaching manager encourages employees to make decisions through reflective questions.
  
  
• Focus on Learning. Employee develops new skills with the support of the coaching manager, then sets new goals and standards.

Three To-Dos for Managers Who Coach

1. Set clear expectations for results and let your people find their own best way to get the job done. (You hired them for their unique attributes).

2. Give people as much responsibility as they can handle, then support them. People grow from being stretched.

3. Develop the habit of asking "How can we. . .?" instead of "Why did you. . ?"  Think about the distinction.

 

Comments

[Robert Drescher]

I would add a couple To-Dos to the list.

Know the people that work under you and what eaches strengths are. That way you can get them to help each other grow.

Be humble and honest your role is not to do anything better than they can, it is your role to help them be all they can be.