Managers who do not use coaching skills when leading their teams are missing out on an effective talent development tool. At least that is the opinion of Joseph R. Weintraub and James M. Hunt, professors of management at Babson College in Massachusetts and co-authors of the books entitled The Coaching Manager and The Coaching Organization. In an article published on the Harvard Business Review website, they described the results of their survey conducted among hundreds of coaching managers.
A coaching manager is not a professional coach, but mostly a line or even a junior manager who is in charge of his team, coaching is not the main part of his work. However, he can still find time for coaching. It turns out that it is primarily the way they think that distinguishes coaching managers from others. Their mindset involves the following four basic beliefs.
1. Coaching helps companies meet their business goals
Coaching managers do not coach their people because they are nice, but because they see it as an essential prerequisite for their companies' business success. They see coaching as a way to retain top talents while, at the same time, to develop the skills of those who may not be top talents but are necessary for the company to run well.
2. Developing others is fun
Coaching managers understand the development of others is an essential part of their work and also is fun. They believe that they must help high-potential employees so that they can develop for the maximum benefit of the company.
3. Coaching provides answers to many questions
Coaching managers are naturally curious people. They have many questions about how things work, where problems might arise, where and how we should seek opportunities and how to improve team work. They know what questions to ask and that allows them to lead coaching conversations.
4. Coaching deepens relationships
Coaching managers are looking for ways to gain the trust of the individual members of their teams and what style of coaching to choose. That helps them to know their people better and they can work together more effectively.
You can acquire the same mindset. Start by answering a few questions: Do you have the talents you need? If not, why? If your people do not fully use their potential, who can do something about it? Before you start with coaching, look around to find a good coach. Ask him to tell you how he coaches his people and listen carefully.
It is also important to know that first you need to build an atmosphere of trust and good relationships in your team. Without that, knowledge of coaching principles is useless. Only then you can start focusing on the development of your coaching skills. First of all, remember that coaches do not give answers, but help people to have a dialogue and come up with ideas. Furthermore, keep in mind that coaching is not about you but about others.
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