Moving From Manager to Coach

Moving From Manager to Coach

Moving From Manager to Coach

T hese days it seems the "coaching" word is everywhere. Business owners coach staff, as do managers and supervisors. Parents coach kids for life skills. We're even coaching ourselves. Unfortunately, just because we change the name from "managing" to "coaching" doesn't mean we've developed the new skills required to "coach" successfully. Good coaching skills can make the difference between getting performance and getting excellence out of your self and your associates. It is essential as a Coach to know the outcomes you expect. You then need to be able to clearly communicate the outcomes to the person being coached. Identifying your expectations of the end result gives a clear goal. Outcomes can range from setting major career objectives to where and how the incoming mail gets sorted. For successful arrival at your destination, you need to know where you are going. You then need to asses what resources are necessary to get there. We all need training and that's why you are coaching someone -- to define clearly the skills and strategies necessary to get the desired result. Maybe someone needs to learn to read a map, master a specific computer program, think in the big picture, or develop a smooth phonebmanner. Once you know the skill or skills to be developed, implement a plan. Are the resources available? How long will it take to learn? What are the specific steps necessary and by when are you expected to reach the goal? Joan, a lawyer and assistant general counsel for a large company, was frustrated with one of her assistants. She felt the assistant was not following through and keeping Joan current on a project's status. Was it complete, was it progressing, or was it stalled? Joan thought she was a good communicator but realized she was not getting what she wanted. After discussing the problem with her coach, Joan realized she may not have been clear with her assistant. They sat down together and this time Joan knew the precise result she was looking for. She wanted weekly written updates. Joan coached her assistant to be able to see the "big picture" and how reporting fit in. Then together they came up with a plan for the assistant to implement and scheduled follow up reviews. After you have set targets, assessed the skill requirements and set out a plan, it's helpful to put your agreements in writing. Depending on the size and breadth of the project, your agreement could have many check points or opportunities for feedback and assessment. Coach for win/win and everyone will be more productive. In a future article I will discuss the art and science of giving and receiving constructive, non-judgmental, sensory specific feedback. In the meantime, if you have any questions about how to make the transition frommanager to coach, please visit www.ewealthsuccess.co.cc

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