Six ways to turn managers into coaches again
The role of t he manager is c u r r e nt l y u ndergoi ng a transformation. Historically, managers embraced the role of coach and mentor. Through informal conversations over a coffee break or more formal conversations such as one-on-one meetings and small group gatherings, managers t ransferred i nsight and understanding to employees.
But today, tighter budgets, f latter organisations, a heavy workload and too many direct reports often leave managers without the time to shoulder the responsibility of being coach and mentor. Yet this function remains critical to the long-term health and productivity of an organisation.
When r e s e a r c her s a s k e d t op executives how they view training and development programmes, executives overwhelmingly said the most urgent problem t hey face is getting t heir managers to coach employees. What’s more, executives said they are desperate to find and deploy effective solutions for this challenging issue.
HERE ARE SIX PRACTICAL TIPS TO HELP MANAGERS SLIP BACK INTO THE ROLE OF COACH AS EFFORTLESSLY AND EFFICIENTLY AS POSSIBLE:
1. USE REGULAR ONE-ON-ONE CHECK-INS Regular check-ins, as opposed to waiting for the annual performance review, allow you to work more collaboratively with your direct reports. You can offer insight, guidance and suggestions to help them solve problems and stay on track to achieve their professional development goals. Some managers make it a point to schedule regular phone conversations or in-person meetings on a monthly or weekly basis. 2. ENCOURAGE MORE PEER-TO-PEER COACHING Peer-to-peer coaching offers some of the richest, most valuable learning in an organisation. To incorporate more of this type of learning, use your regular staff meeting as a collaborative problemsolving session. This builds cohesion in your team and inspires them to think creatively about how to face certain challenges. It’s also an easy way for you to coach multiple people in one setting at the same time.