Manager as a Coach
Haven’t we all seen Workplace Coaching Methodologies evolve over time? The first generation of workplace coaching focused more on ‘performance management’ while the second one emphasized the ‘leader acting as a coach’. But now, in the contemporary context, these don’t align well with the needs of organizations. As a result, the third generation of coaching methodologies finds a balance between the previous ones. We see that it features ‘enhancing performance’; and at the same time ‘well-being of the employees and the organization’ as well.
As the first point of contact for the employees, naturally the responsibility to maintain the balance lies on the manager. The key element of this learning culture is the people manager taking up the role of a coach and a counsellor for the employees. So, coaching and counselling are believed to be essential skills that a “good manager” should have. From that perspective, research also shows that managers are happy about their employees’ personal and professional growth. But the employees are not as comfortable to discuss their personal issues with their managers. Employees are, more often, hesitant to discuss their personal issues that they are going through – either at home or work – with anybody at work. Hence, the purpose of coaching and counselling is defeated if the employees don’t feel that this process is going to help them.
So, what can managers do to increase the effectiveness of their coaching and counselling techniques? Some of them are:
- Showing and conveying genuine care and concern for the employees.
- Avoiding pointed questions and assumptions about the employee’s life.
- Assurance of confidentiality/not misusing employee’s personal information.
- Rather than trying to resolve the personal issues, focusing on resolving the impact of the personal issue on work performance. (That way employees don’t feel attacked/privacy breach and manager’s aim is also achieved. Win-win).
- Discussing personal issues only if the employee brings it up.
- Practice coaching/counselling only after receiving some training in that domain.
Nguyen, C. A., Artis, A. B., Plank, R. E., & Solomon, P. J. (2019). Dimensions of effective sales coaching: Scale development and validation. Journal of Personal Selling & Sales Management, 39(3), 299-315. https://doi.org/10.1080/08853134.2019.1621758
Korica, M., Nicolini, D., & Johnson, B. (2017). In search of ‘managerial work’: Past, present and future of an analytical category. International journal of management reviews, 19(2), 151-174. https://doi.org/10.1111/ijmr.12090
McCarthy, G., & Milner, J. (2020). Ability, motivation and opportunity: managerial coaching in practice. Asia Pacific Journal of Human Resources, 58(1), 149-170. https://doi.org/10.1111/1744-7941.12219
Grant, A. M. (2017). The third ‘generation’of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53. https://doi.org/10.1080/17521882.2016.1266005
The Leader as Coach https://hbr.org/2019/11/the-leader-as-coach
http://www.wright.edu/~scott.williams/skills/counseling.htm
Nguyen, C. A., Artis, A. B., Plank, R. E., & Solomon, P. J. (2019). Dimensions of effective sales coaching: Scale development and validation. Journal of Personal Selling & Sales Management, 39(3), 299-315. https://doi.org/10.1080/08853134.2019.1621758
Korica, M., Nicolini, D., & Johnson, B. (2017). In search of ‘managerial work’: Past, present and future of an analytical category. International journal of management reviews, 19(2), 151-174. https://doi.org/10.1111/ijmr.12090
McCarthy, G., & Milner, J. (2020). Ability, motivation and opportunity: managerial coaching in practice. Asia Pacific Journal of Human Resources, 58(1), 149-170. https://doi.org/10.1111/1744-7941.12219
Grant, A. M. (2017). The third ‘generation’of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53. https://doi.org/10.1080/17521882.2016.1266005
The Leader as Coach https://hbr.org/2019/11/the-leader-as-coach
With a master’s in clinical psychology, Aasawari specializes in behaviour and mindset change, leveraging her understanding human behaviour to bring about personal and professional transformations. As a passionate researcher, she delves into the latest studies and findings to create insightful and evidence-based blog articles. She strives to bridge the gap between theory and practice by simplifying complex research to provide practically actionable recommendations.