How to Integrate Coaching into your Managerial Behavior

Many people think of coaching as primarily the domain of the External Consultant/Coach.  This is not how coaching is most used.  As we know, the external consultant contracts with a corporation or business owner to assist in moving the participants to a higher level of effectiveness and job satisfaction.  These sessions are typically formalized and aim toward specific goals.  In reality, coaching should be much more broadly practiced.  Good managers use coaching techniques frequently, and it should become part of your leadership skills repertoire.  Like most managers, my former positions as leader/manager of healthcare organizations provided me with many coaching opportunities, and coaching behaviors were typically a formal function of my role.  For example, I used coaching techniques when discussing performance and with reports who needed help with their own subordinate relationships.  It was also helpful when corrective action was necessary.  This isn’t an external coaching model, as defined by a semi-collegial relationship, but is characterized in part by differential power positions.  We can’t always be in coaching mode, not only because some employees are uncoachable, but because in some cases, it just makes more sense to "tell and sell." I used coaching techniques formally and informally when helping teach staff how to be more effective managers.  I often used a Socratic method.  I tried not to answer their questions with anything but a question.  My philosophy was that if I had to make all of their decisions, why are they here?  It was often frustrating as heck for them, but I needed to encourage them to take responsibility for the solution, to think clearly about the problem.  For the ones that were worth their salt, this method really did help develop them into more effective, independent, self-confident managers. These coaching formats were formal (in a review or encouragement meeting) and informal, when impromptu. The purpose was always to focus on effectiveness which may include relationship/group relations assistance as well as how to meet performance goals.  We would include guidance on business or marketing strategies, but also deal with process issues:  communication skills, handling conflict, giving feedback. I also used a healthy dose of coaching with sales/marketing personnel.  The behaviors and activities which lead to successful marketing results are varied and require learned skills. These behaviors are especially sensitive to coaching.  Training is vital, and should include a strong element of experiential activities which naturally invite good coaching from the trainer.  The coaching doesn’t just stop at initial sales training, but should continue so that sales people benefit from relearning, problem-solving, and encouragement during the course of the job. Roles and Boundaries There is a boundary issue that is important to point out whenever coaching people, whether internally or externally, and that is the difference between coaching and therapy.  Therapy involves providing intervention and counseling to an individual who is having at minimum adjustment difficulties, and certainly in many instances more serious issues involving identity, coping, social behavior and relationships, and personality challenges.  Coaching is centered on working with a basically healthy population and assisting them to move forward on the effectiveness scale.  One should not take lightly the responsibility, skill sets, and licensing issues in dealing with someone whom you find needs professional help.  The kind and proper thing to do is refer this individual to someone in the helping profession.  A good start is the company EAP, if it has one.  If you are their supervisor and their behavior has interfered with their performance, visiting the EAP may be part of the corrective action.  For me, the Manager-as-Coach model uses a blend of my experience in business/economic matters with my knowledge of Organizational Behavior. The models I use are informed by psychodynamic systems theory and the human potential movement,  but are more about generalized effective behaviors than any one theory.  I also consider the organizational realties facing the staff.  If the company is going through a difficult time, I recognize where their needs and insecurities are, and work towards helping them alleviate worry enough to focus on solutions and engaging their intelligence toward achievable goals. In this scenario, I would cross over a little bit into appropriate therapeutic methods to assist a subordinate in the moment to relax, think positively, and do what is commonly called "reframing." Reframing is a powerful technique to very quickly refocus your employee back on positive aspects of any situation, and allows for positive movement. The potential danger is in overlooking the importance of acknowledging the employee’s feelings. They must not be dismissed, but rather be put on hold temporarily so they can be actively redirected and encouraged to join you to work on positive activities and thinking about choices to work out the problems.  If the negativity is pervasive and persistent, then you would want to suggest that the employee find a way to clear his or her head and focus on personal performance and the things that are within the employee’s control. Coaching, as most experienced managers are aware, is not the exclusive domain of the external consultant, but a valuable tool that all good managers should utilize.  There are many ways to develop your coaching skills, one of the best of which is to experience coaching yourself from a trusted mentor or consultant from whom you can model behavior.  There are many courses and online programs to learn these skills and how best to apply them.  Much coaching and learning to coach today is done asynchronously online and telephonically.  For example, I am part of an international Coach Consultant Consortium at ORGDYNE Global Village, where we have teleconferences, professional paper discussions, and comment boards to advance coaching as a practical science. 2008-10-29T22:23:08Z

-15.9861

312 2097

true

11922

how-to-integrate-coaching-into-your-managerial-behavior

2008-10-30T01:20:07Z

Think of a moment when a manager made a significant positive impact on how you handled your job or career. More likely than not, it involved coaching.

How to Integrate Coaching into your Managerial Behavior

2009-02-24T09:46:51Z