Are you a manager in an organization which expects you to coach your staff to improve performance, but find yourself unsure about just how to go about it? Coaching has become somewhat of a buzz word in organisations and more and more courses, theories and models on the subject spring up leaving managers feeling overwhelmed at the amount of knowledge and time it seems is necessary before they are able to coach their staff. In many cases, this is time they feel they just don't have.
However, any manager can coach if you follow a few simple ground rules.
However, if you ignore them, you could do more harm than good.
So what rules should I follow?
7 "rules of engagement" for the manager as coach
The best coaches are... 1. Approachable and available: You do not need to make yourself available at all times, however research shows that staff that feel there is a genuine interest in them and their well being, work harder and are less resistant to change.
2. Excellent listeners Do you think you're a good listener? If your staff were asked how good a listener you were, what do you think they would say?
Listening and demonstrating the value of the opinions of others can have a great impact on how other people react to you, as well as their willingness to give you their best.
If you do not start to listen to your employees they will stop talking to you, and in many cases talk about you behind your back.
3. Empathetic: Empathy should not be confused with sympathy. Empathy is defined as understanding how someone feels, even though you may or may not share the same opinion. The important thing is showing respect for a differing opinion, and creating an atmosphere of tolerance.
Empathy breeds tolerance in any relationship, including the workplace . It's about allowing people to feel "safe" expressing their views, even if they challenge the status quo, knowing they will not be ridiculed, or at "risk" of being branded a trouble-maker. Managers who stamp down opposing views will simply find they just drive them underground anyway. Wouldn't you rather have them in the open so you can discuss and move forward?
4. Encouraging and supportive There's tons of evidence now that praise is hugely important to employees. Managers who keep their radar up for evidence of good work, and who feed that back in a way which is meaningful and specific, leave people feeling good and wanting to do even better.
An old boss of mine once said to me: "Catch people doing things right, Shona". He was right!
It's almost automatic to look for, and feedback what is going wrong! Managers who are using coaching skills know that can be hugely de-motivating. It's not about ignoring poor performance - it is about tipping the balance in favour of praise and encouragement.
5. Honest and willing to reveal their "humanity" None of us are perfect. All of us make mistakes, and if managers can't own up to making mistakes, they only breed a culture where staff cover up errors in fear of retribution.
Good managers can admit their mistakes and tell others it is okay to make mistakes as long as they are learned from.
The bottom line is: if you're not honest - how can you expect your staff to be?
6. Challenging: Great coaches are known for challenging their players to do better, to rise higher, and overcome difficult situations.
Ask any great sportsman whether they think their coach is a "soft touch" and you'll be laughed out of the room! Great coaches and managers are not soft touches; they have high expectations; often see potential in someone who cannot see it for themselves; and they consistently and regularly challenge others to dig down and find the resources to improve their performance. Great coaches won't back away from challenging others if they feel it's appropriate to do so. They will challenge their staff; they are also willing to challenge others above them too. They're not "yes" men or women.They have strong values and make sure everyone knows what those are. They set high standards; they believe in encouraging others to set high standards for themselves, and they do what they can to help people stretch to achieve them. They constantly "raise the bar" - for themselves, as well as their staff.
7. People with clear and high expectations (without being demanding) Following on from the last point, great coaches will set the bar high, but they won't overburden staff unnecessarily with rules and procedures. They do ensure their staff know what is expected of them, but then they get out of their way and let them get on with it! Great coach/managers don't micro-manage.
So - if you look at that list of 7 core skills - how many of those do you feel you do, regularly and consistently? You may not have the time to do a formal training course - but if you strengthen your ability to demonstrate the above 7 rules, you're already developing both coaching skills, and a coaching culture.
However, any manager can coach if you follow a few simple ground rules.
However, if you ignore them, you could do more harm than good.
So what rules should I follow?
7 "rules of engagement" for the manager as coach
The best coaches are... 1. Approachable and available: You do not need to make yourself available at all times, however research shows that staff that feel there is a genuine interest in them and their well being, work harder and are less resistant to change.
2. Excellent listeners Do you think you're a good listener? If your staff were asked how good a listener you were, what do you think they would say?
Listening and demonstrating the value of the opinions of others can have a great impact on how other people react to you, as well as their willingness to give you their best.
If you do not start to listen to your employees they will stop talking to you, and in many cases talk about you behind your back.
3. Empathetic: Empathy should not be confused with sympathy. Empathy is defined as understanding how someone feels, even though you may or may not share the same opinion. The important thing is showing respect for a differing opinion, and creating an atmosphere of tolerance.
Empathy breeds tolerance in any relationship, including the workplace . It's about allowing people to feel "safe" expressing their views, even if they challenge the status quo, knowing they will not be ridiculed, or at "risk" of being branded a trouble-maker. Managers who stamp down opposing views will simply find they just drive them underground anyway. Wouldn't you rather have them in the open so you can discuss and move forward?
4. Encouraging and supportive There's tons of evidence now that praise is hugely important to employees. Managers who keep their radar up for evidence of good work, and who feed that back in a way which is meaningful and specific, leave people feeling good and wanting to do even better.
An old boss of mine once said to me: "Catch people doing things right, Shona". He was right!
It's almost automatic to look for, and feedback what is going wrong! Managers who are using coaching skills know that can be hugely de-motivating. It's not about ignoring poor performance - it is about tipping the balance in favour of praise and encouragement.
5. Honest and willing to reveal their "humanity" None of us are perfect. All of us make mistakes, and if managers can't own up to making mistakes, they only breed a culture where staff cover up errors in fear of retribution.
Good managers can admit their mistakes and tell others it is okay to make mistakes as long as they are learned from.
The bottom line is: if you're not honest - how can you expect your staff to be?
6. Challenging: Great coaches are known for challenging their players to do better, to rise higher, and overcome difficult situations.
Ask any great sportsman whether they think their coach is a "soft touch" and you'll be laughed out of the room! Great coaches and managers are not soft touches; they have high expectations; often see potential in someone who cannot see it for themselves; and they consistently and regularly challenge others to dig down and find the resources to improve their performance. Great coaches won't back away from challenging others if they feel it's appropriate to do so. They will challenge their staff; they are also willing to challenge others above them too. They're not "yes" men or women.They have strong values and make sure everyone knows what those are. They set high standards; they believe in encouraging others to set high standards for themselves, and they do what they can to help people stretch to achieve them. They constantly "raise the bar" - for themselves, as well as their staff.
7. People with clear and high expectations (without being demanding) Following on from the last point, great coaches will set the bar high, but they won't overburden staff unnecessarily with rules and procedures. They do ensure their staff know what is expected of them, but then they get out of their way and let them get on with it! Great coach/managers don't micro-manage.
So - if you look at that list of 7 core skills - how many of those do you feel you do, regularly and consistently? You may not have the time to do a formal training course - but if you strengthen your ability to demonstrate the above 7 rules, you're already developing both coaching skills, and a coaching culture.
About the Author:
Using her experience of over 30 years in coaching and training, Shona Garner specializes in giving managers practical techniques to enhance their skills to develop their career. Shona wants to ensure even those managers who have tight budgets still have access to useful resources to help them in any management situation. Her website, Increasing Managerial Success, has a wealth of information for managers to increase employee motivation quickly and easily.
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