How can Coaching lead to creating high performing employees? Part 2 – Why Manager’s don’t coach.

Posted by on November 4, 2010 in Blog | 0 comments

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In Part 1 of this series on Coaching as a Leadership and Management function, I looked at the importance of coaching employees. Coaching employees should be an integral part of the Leadership and Management function, and while many business leader acknowledge this, they are still reluctant to coach. Why? In Part 2, I’ll look at why managers are reluctant to coach, the “excuses” they use, and what skills Coaching Leaders should have.

To coach successfully, certain personal qualities and competencies are needed by you as a manager. These include:
• A caring attitude towards your staff.
• A willingness to listen to them.
• An inquisitive nature that wants to know what they have done, how they did it, and why they did it that particular way.
• The will to trust others and demonstrate that trust to them.
• The ability to “let go”.

The competencies or skills needed are mainly interpersonal skills such as:
• Questioning techniques.
• The ability to listen attentively and accurately.
• Being able to explain things clearly.
• Knowing how and when to monitor performance.
• The ability to give fair and sensitive feedback

Why Managers Avoid Coaching.
Find yourself avoiding coaching? Have a look at the list below of common reasons why managers neglect to coach. Tick those that you can identify with. Are there any other reasons you’d like to add to the list?

• I don’t have time.
• Fear of failure
• I don’t want to scare or overwhelm a new employee
• Coaching feels awkward
• Nobody coached me; I have no role model
• I have too many employees
• I didn’t set initial goals with the employee
• Employee won’t listen
• Employee should be able to figure things out on their own
• Employee will think something is seriously wrong
• Employee doesn’t ask for help
• Performance is “almost” acceptable
• I will feel threatened
• Employee is motivated and doesn’t need feedback
• Employee gets defensive
• Employee needs a certain period of learning time
• I get defensive
• My standards are obvious; the employee should know what to do
• I don’t care whether the employee gets developed
• Feelings are personal and none of my business
• Employee’s career decisions are personal
• I fear uncovering frustration, complaints and dissatisfaction
• I feel responsible for solving the problems of the employee when I have enough problems of my own
• I lack self-confidence and know-how
• Employee may become dependent on me for empathy and advice
• Performance problems will resolve themselves
• I don’t know how to explore and manage my own career, never-mind those of others
• I don’t have faith in the employee.

If you, or the leadership team in your company have some of these views and use them as excuses not to coach and nurture your young talent, you may soon find yourself on the losing end of the talent wars.

Give me a shout, I can help your managers become familiar with coaching concepts and help them grow the talent in your company.

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