Based on this knowledge, managers can move employees to positions where they will be most effective and engaged. The following suggestions are based on the book "Coaching for Performance" by manager development expert Sir John Whitmore.
Why is the coach's perspective important?
When you ask managers to act as coaches, you initiate cultural transformation throughout the organisation.
- The new alignment of employees and managers leads to a corporate culture of positive cooperation. Employees' confidence in management increases because they know their superiors perceive them in terms of their skills and potential.
- The higher level of involvement of employees means they bring their expertise and qualities to projects without having to be encouraged to do so.
Better company performance
Coaches help workers identify their strongest skill areas. Research by the Gallup Institute even states that employees who know and use their strengths have increased their sales by an average of 10 to 19%, while their companies record 14 to 29% higher profits.
It doesn't take long to learn coaching skills
Managers can improve their coaching skills in a short time, but they must want to invest in their own training.
Coaching is different from counselling
When leadership experts ask managers about their coaching skills, many say they already know how to be good coaches. However, when these managers have to prove their coaching skills, the vast majority offer advice or solutions. But this is not a coaching approach.
Clear expectations and goals are key
According to Gallup research, only 26% of employees say the feedback they receive helps them do a better job. However, managers in the role of coaches communicate clear expectations to their employees. This puts goals into a context that optimises individuals' strengths and improves teamwork.
Good coaching is interactive. Managers as coaches spend time listening but also focus on responding to the feedback they receive. If you take action based on feedback, you build trust and commitment.
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