Coaching Crunch

Training & Development, Nov 2008 by Pace, Ann

Supervisors across the United States perceive coaching to be a threatening and time-hungry monster that demands perfection and eats away at their schedules.

This misconception, however, could cost managers one of their most rewarding and effective leadership experiences.

When asked, "What is the biggest challenge you face in coaching others," one-third of supervisors surveyed said that coaching is too time-consuming. Another 30 percent reported that they shy away from coaching encounters because they feel they don't have all the answers, according to a survey of 710 North American managers by consulting group BlessingWhite.

"Despite a broad commitment by managers to coach their employees, there's growing concern that the process may take up too much valuable time and compete with other priorities," says Cathy Early, senior consultant and coaching practice leader at BlessingWhite.

Early thinks that coaching, when executed properly, would not be such a burden to managers, many of whom hold common misconceptions of what coaching is and is not.

Coaching is not an event, nor is it a tactic to be used when handling performance problems. Coaching is not a "one size fits all" approach, and it is not advice, Early says.

"Coaching is an effective way for managers to lead and communicate with their direct reports," she says. "It is not about having all the answers, but involves helping team members think through situations and formulate their own solutions."

If supervisors learn to turn routine office interactions into coaching interactions, they could tame the coaching beast and eliminate extraneous outsourcing costs.

In addition, supervisors can use the coaching process to build positive relationships with their direct reports, therefore improving employee engagement and retention.

"Our research indicates that employees need and want a coaching relationship - a way of working together that is based on trust, communication, collaboration, and encouragement to try new things," says Early. "Managers need to learn how to establish coaching partnerships by understanding each employee's unique motivators and having regular, honest conversations with them more often."

Finally, organizations need to enable their leaders by establishing a coaching culture, Early says. Organizations that set clear expectations and offer rewards tied to managers' coaching will foster a culture that encourages managers to teach colleagues.

Ann Pace