By Roger Cooper
Many managers wonder what kind of support will be the most effective for their subordinates. As a result they often apply behaviour linked to a relatively new buzz word in business called 'coaching'.
Coaching may seem to be a set menu quick fix for performance problems or expectations.
Scenario 1: Jane Doe is behind on budget for the third straight month on the back of a record year, what should I do?. Answer: Coach her on what you would do, she'll be right. Scenario 2: The usually reliable Joe Blogs work ethic is somewhat of a concern, what should I say? Answer: Just coach him on what you expect, he'll be fine.
In fact coaching may wear many hats: disciplinarian, instructor, counsellor and mentor. In reality coaching is a practical approach by a coach/manager and a pupil/subordinate of using collaborative dialogue to set goals and achieve results within an agreed time frame. It is important that managers are adaptable facilitators of coaching, counselling and mentoring so that they can provide the appropriate level of support to those in need. More importantly managers should identify the root cause of the problem to determine which method is most appropriate.
Executive coaches do not set out to teach or instruct their pupils, they are best described as facilitators using 360 degree feedback which encourages the learner to learn for him/herself. Pupils expand their skill competencies, build on their problem solving confidence and deliberate their options in a non-threatening environment. Executive coaches work on the principal that self empowerment often leads to the most satisfying outcomes.
In the case of Jane Doe, her sales manager could choose to accompany Jane on some of her sales calls to observe the root problem, encourage Jane to speak up about any issues, concerns or problems and potentially build a list of action plans for improvement together.
Alternatively mentoring may be an appropriate way to deal with Jane or Joe. Mentoring is best described as the way to show a person how to overcome difficulties, avoid dangers and be politically savvy, delivered by an appropriately experienced, wise and helpful teacher, friend or protector.
I once worked for a national retailer that delivered what they called a coaching program for line managers. Store managers labelled 'instore coaches' imparted their wisdom of operational procedures, supplier relationships, cultural expectations, high margin/impulse products and customer service standards. Seems like a mentoring program to me.
Counselling is turning around poor performance. The traditional purpose of counselling is to review the past; this is also in the methodology of coaching, however coaching is more concerned with goal setting and SMART (specific, measurable, achievable, relevant, timely) objectives. If Joe's manager takes the time to find out why his work ethic has slipped, she can determine what kind of support he needs.
As an executive coach, people ask me what are the keys to being successful? Whether you are wearing the coach, mentor, counsellor, instructor hat, your role is determined by the needs of the pupil. You must understand those needs and gain their buy-in of the process to be effective. This can be achieved through rapport building and active listening. Pupils will get the most benefit when they acquire the skills to be more self-productive, independent and responsible.
Roger Cooper is an executive coach with sales and marketing consulting experience to many small and medium enterprises. www.onyourwaycoaching.com.au
