Why Coaching Is An Awesome Management Tool
By Admin | February 24, 2015
Image acquired from www.shutterstock.com
In Part 1 of this blog we discussed precisely why “tell and yell” management doesn’t work and now we will flip the issue and discuss a management approach that does work…and work extremely well, as measured by results delivered.
It’s the “coaching” management approach and whilst the C word for coaching hasn’t enjoyed a stellar ride in business communities in recent times, there’s no doubting the success of the methodology.
You see, Coaching isn’t a “telling” methodology, it is a “questioning” methodology and by asking the right questions, a manager/coach gets the other party to arrive at his or her own answer. When this happens, guess who now owns the answer?
The wonderful thing about ownership is that it tends to also confer commitment and responsibility whilst massively encouraging involvement.
“It’s my solution, I am committed to it and I will accept responsibility for it. Plus, I will work much harder to ensure its success,” as it were.
Do you think your business would operate more profitably and harmoniously if your staff were constantly making statements such as this?
Answer: Too right it would…and you can get this level of commitment and responsibility from your team if you too, try a coaching approach with your staff.
Let examine this by using another example.
Let’s say, you are want to file some boxes on a high shelf and you need a ladder.
“Would you go to the shed and get me a ladder,” you ask of your staff member (because you are in “telling” mode).
And so the staff member does just that, but finds there is no ladder in the shed. Back they will come lamely stating the obvious: “There’s no ladder in the shed.”
Has this person accepted responsibility?
Absolutely not.
Alternatively, you could try the coaching method: “Tom, we need to get these boxes onto the top shelf. What do you suggest?”
“A ladder? That’s a great idea. Tell me, would you be prepared to accept responsibility for locating a ladder?”
“You would? Great. As a starting point there may be one in the shed.”
In this situation, Tom will look beyond the shed, because he has accepted the wider responsibility of locating a ladder…wherever it may be.
Let’s summarize the differences between the tell and yell method and the coaching method.
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The Tell & Yell Method |
The Coaching Method |
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A direct instruction is given, based upon what the manager wants as the solution. No input is requested.
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The coach doesn’t offer any solution. Instead, though the judicious use of smart questions, the coach gets the other party to arrive at the desired solution.
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Only concerned with the other party following instructions. |
Seeks the involvement and commitment of the other party in arriving at the desired solution which the other party has already determined. |
Perhaps another way of differentiating coaching from the tell and yell method is to describe it as below:
- less direction (“Do this”)
- more analysis (“What did you do?”)
- more constructive criticism (“You did this badly (or well), and this happened.”)
- more encouragement (“You did that well. Do you feel you should repeat that?”)
- more empowerment (“What would be another way of achieving that?”)
Okay, how can you move from a “tell and yell” manager to that of a “coaching” manager?
First practical step: work out a detailed list of your very own smart “coaching” questions. I’ve made this process easier for you here via my 482 Powerful Questions Every Business Manager Should Ask…Regularly! Program. It is a pot-purri of all the smart questions I have amassed over my career and they will make for a brilliant personalized template for your new managing style. You’ll find all the details at my website
Here’s to more sales, profits and cash from your business,
Damien Parker
Business Improvement Specialist
www.salesprofitscash.com
Follow my Tweets: @salesprofitcash
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