|
Graf, Robert
Business Consultant, Austria
|
Coaching by Managers and by Leaders
I've been a long time manager in multinational companies and I am since 8 years a self-employed business coach. As a professional coach I support my coachees in finding their own solution of their own problems. Their solution is completely neutral to me.
Managers and leaders can use coaching methods and attitudes to help and facilitate their co workers to find solutions for their problems and questions. But by definition a manager/leader can't be a coach as such solutions must be accepted by the leader - he/she is not in a neutral position.
So coaching from a leader's perspective facilitates solution focused thinking, participation and "growing" of the coworker - if the leader wants to develop the coworker. In some cases leading is the preferred method (e.g. emergency situations, new co workers, single time opportunities, etc.).
X
Sign up for free
Welcome to the Coaching forum of 12manage.
Here we exchange knowledge and experiences in the field of Coaching.
❗Sign up now to gain access to 12manage. Completely free.
X
Continue for free
Please sign up and login to continue reading.
Here we exchange knowledge and experiences in the field of Coaching.
❗Sign up now to gain access to 12manage. Completely free.
| |
|
|
| |
|
Alidou Moussiliou
Coach, Benin
|
|
Coaching versus Supervising Leaders can be supportive to their subordinates if they are able to distance situations and make a difference between coaching, mentoring and supervising (managing).
What can support that different role is to choose a good place (NOT the office of the leader; but rather the one of the subordinate to break the psychological aspect) and clarification of the understanding of coaching by both parties.
Feeling supervised instead of being coached can hinder the coachee’s openness to share and to ask for coaching by his manager or leader.
A skilled leader can use coaching as a natural method to engage with the coachee when he/she comes with an issue for which he is looking for solution or instructions. It supports the subordinate to grow by learning from his own experience, knowledge and work context.
|
| |
|
Glenn Marshall
HR Consultant, Qatar
|
|
Coaching versus Supervising An internal coaching role is often mandatory, and the atmosphere becomes a supervisory one.
Indeed as suggested by Alidou Moussiliou it is better in the case of internal coaching to move the coaching experience to neutral grounds (a cafe, restaurant, off site location, hotel lobby where both can feel more comfortable with the role).
When an independent coach is employed, the situation is often different. There's more freedom to enter the personal aspirations of the person being coached, rather than the "fit" between the person being coached and the goals of the organization.
|
| |
|
Charles Oloo
Liberia
|
|
Coaching by Managers Coaching can be detrimental if not handled properly.
Personal prejudices, supervisory influences and the coaching environment play significant roles in the outcome.
|
| |
|
Madhukar Sakorkar
HR Consultant, India
|
|
Coaching by Managers and Leaders I agree with you. Using coaching methods leaders can help a person to further enrich a solution, however, this may not be the solution the leader prefers. This is where the catch is.
We know, delegation is also a powerful way of developing people. But in my experience as a leadership coach, I have seen that many leaders-managers do not delegate, they actually outsource - give step-by-step instructions thereby expecting the person to do exactly what the leader-manager would have done to deal with the matter / issue on hand.
Thus most managers actually become "a solution provider looking for problems" love giving solutions and solving their direct reports' problems.
Whenever I have demonstrated the non-directive style of coaching using the GROW model, they are fascinated and realize that there is another way of being available... And that they need to use more an "ask" orientation instead of a "tell" orientation.
|
| |
|
Prakash Deshpande
Professor, India
|
|
Coaching Versus Supervision In a business set up the supervisor's primary unwritten job description is coaching. But that should be limited to polishing the behavioural and technical skills very subtly and skillfully.
In fact when coaching of new behaviours in terms of new technology operations, cultural amalgamation etc, an external consultant is more suitable as he does not have any personal prejudices and may prove to a better trainer as he/ she has the reputation and continuity of assignments with the organization.
An external consultant naturally behaves very congenially in his own interest and of course that of the organisation.
A participatory method is better for both the coaches, whether supervisor or not. This reinforces and helps internalization of what has been learnt.
|
| |
|
Lloyd Madzokere
Student (Other), Zimbabwe
|
|
Leaders Must Be Coaches In the book 'Becoming a Leader' by Myles Munroe, he describes leadership as:
"The ability to inspire others to become and fulfill themselves. Leadership includes the capacity to influence, inspire, rally, direct, encourage, motivate, induce, move, mobilize and activate others to pursue a common goal or purpose while maintaining commitment, momentum, confidence and courage". From this definition, it shows that while leading, people or followers acquire and practice behavior from the leader.
|
| |
|
JAMIE LOCKWOOD
United Kingdom
|
|
Managers as Coaches It sounds like there is a whole debate to be had around how coaching fits with a managers responsibilities.
I work in management development and have just finished a coaching qualification. I have previously worked as a manager and intend to again in the future.
Coaching is a huge part of a managers role but in my organization some managers don't realise that applying some of the coaching models really make a difference.
Some managers have a light bulb moment when you show them that you can "ask" rather than "tell".
So, managers are definitely coaches however there is a totally different dimension to it than when someone is a professional coach. The key here is combining the coaching skills with skills of delegating, directing and guiding.
In my opinion as a manager it is always better to ask your people first before telling them. Sometimes they need mentoring not coaching however sometimes coaching can be the most powerful way to get your people motivated. Getting managers to use questioning skills is key!
|
| |
|
COL SUNDER LALVANI
Coach, India
|
|
Effectiveness of Coaching by Managers & Leaders Coaching aims to improve performance at work or facilitate achievement of life-goals.
A coach is obliged to keep the coaching process with a client, confidential; even if a company hires an external coach for their employees. Also, the basic tenets of coaching dictate that there must exist a relationship of trust, openness, truth & equality between the coach & coachee.
Thus, these perquisites preclude effective coaching by managers or leaders of the same org as the coachee. It therefore follows that effective coaching of employees would be ideally executed by competent external coaches.
|
| |
|
JAMIE LOCKWOOD
United Kingdom
|
|
Coaching Depends on your definition of coaching!...
|
| |
|
Blanche Magnotti
Student (Other), United States
|
|
Coaching by Managers and Leaders is good for Themselves This requires excellent coordination of leader and manager styles.
Such training is indeed very fulfilling to the individual doing the coaching, not just the subject....
|
| |
|
Madhukar Sakorkar
HR Consultant, India
|
|
Switching the Management Cap and Leader Cap I completely agree with you, Blanche. I like the metaphor of a manager possessing two 'caps'.
There is a time for wearing the managerial cap when the manager is action oriented - does things and make...
|
| |
|
Sonny Vicente, Philippines
|
|
Coaching by Managers and Leaders I have worn both hats, being a manager and much later, as a consutant-coach. I believe managers and leaders with the right coaching knowledge and skills will be effective in identifying the potential ...
|
| |
|
ton voogt, Netherlands
|
|
How to Build Coaching in the Daily Managerial Practice? Under the umbrellas of 'leadership' and 'coaching' many interventions are gathered that intend performance enhancement of the employee. Coaching interventions and leadership interventions evolved from...
|
| |
|
Kasper Hiddema
Student (University), Netherlands
|
|
Benefits of Coaching by Managers There are managers who coach and managers who don’t. Those that fall into the second category are not necessarily bad managers, but they are missing an effective tool to unlock potential. In a recent ...
|
| |
|
Jaap de Jonge
Editor, Netherlands
|
|
4 Coaching Profiles of Managers Research by Gartner distinguishes 4 types of coaching performed by managers:
TEACHER MANAGERS: They coach employees based on their own personal knowledge and experience, and their feedback is adv...
|
| |
|
Maurice Hogarth
Consultant, United Kingdom
|
|
Removing the Barriers Preventing Changing to a ‘Coaching / Supporting’ Style In the Performance Appraisal forum, in the topic “Obsession with Quantifying Human Performance” the concern was raised that outdated organisation structures and lack of empowerment are restrictions o...
|
| |
|
Gregory Johnson
Coach, United States
|
|
Coaching by Managers and Leaders The various perspectives presented are interesting when we consider that managers and people in leadership positions are working FOR a company or organization. When working for a company or organizati...
|
| |
|
Maurice Hogarth
Consultant, United Kingdom
|
|
Combining the Conflicting Caps Every supervisor, manager, director is the Managing Director of their own area of responsibility. So, regardless of corporate environment and norms it is possible for those at the lower end of the hie...
|
| |
|
Graham Williams
Management Consultant, South Africa
|
|
Coaching by Managers and Leaders Of all a leader's armoury of coaching purposes, approaches and actions I believe that there is much merit in appropriately 'letting go and letting grow', and also appropriately "teasing" or holding up...
|
| |
|
Aniket Deolikar
Consultant, India
|
|
Tips to Improve your Coaching Skills as a Manager Whenever you try to teach something to someone does this thought come to your mind: "He's just not getting it?". If that is the case, your mindset might well be limiting your ability to become a good ...
|
| |
|
Dr. Alan Williams
Professor, Thailand
|
|
Coaching by Managers and Leaders @Maurice Hogarth: I agree with your post, especially the last para starting 'For example...' Why?
Because for decades I've had concerns that valuable improvements, innovations and creativity in produ...
|
| |
|
Maurice Hogarth
Consultant, United Kingdom
|
|
The Consequences of not Listening as a Manager-Coach I agree, Alan.
- In case a committed individual brings an idea to his manager but he is not listened to, the initial consequence is "annoyance". Annoyed individuals, muttering in their heads, are not...
|
| |
|
Dr. Alan Williams
Professor, Thailand
|
|
The Consequences of not Listening as a Manager-Coach All agreed, if the leader doesn't listen and in the other party is feeling annoyance, anger and more than there are several items of loss:
- The company loses a possible value added opportunity to im...
|
| |
|
Rudranath Singh
Project Manager, Trinidad and Tobago
|
|
Coaching by Leaders and Managers Coaching, mentoring, superivising, leading, and directing - all need to be applied depending on the situation and must take into consideration the personality as well as the developmental point at whi...
|
| |
|
Philippe Guenet
Coach, United Kingdom
|
|
Going Back to Coaching Competencies Rather than Blagging It This is an interesting topic, and you can see from the answers that some have looked into the stance and competencies of professional coaching and some talk with equal authority believing that they ar...
|
| |
|
patrick Griffin
Manager, United Kingdom
|
|
Coaching is Fundamental to the Functions of an Organisation When deciding if you’re coaching or managing it’s worth deciding what is being asked. I always try to consider whether this is a decision I need to make or should the individual/ team be solving this?...
|
| |
|
ken long
soldier, United States
|
|
Coaching versus Leading The tension is in how YOU defined the coaching role for you, as being neutral to the solution. That doesn't seem to be a requirement to me to be a coach.
In 90% of the coaching situations I have been...
|
|
Log in
Comments by date▼