3 Tips on Coaching Managers to Be Better Coaches
Even as someone who spends a good deal of my working day studying the power of effective coaching on employee engagement, I was still surprised to read a recent Gallup Daily poll that showed only 32 percent of U.S. employees are engaged at work. Another Gallup study revealed that 51 percent of employees polled are looking for another job.
Needless to say, these numbers are discouraging, especially with all the resources and effort that have gone into trying to engage employees over the last decade. But there is good news. As a professional coach, simply coaching frontline managers to be better coaches themselves can help organizations reinvigorate employee engagement in a lasting and powerful way.
For one thing, most companies greatly underestimate just how much influence frontline managers have on employee engagement and performance. According to “The No-Managers Organization Approach Doesn’t Work,” a Gallup publication by Brandon Rigoni and Bailey Nelson, managers account for at least 70 percent of the variance in employee engagement scores across business units.
How does that stack up in numbers? The same study shows teams led by managers who focus on strengths report engagement levels of 61 percent, while teams led by managers who focus on weaknesses report engagement levels of just 45 percent. That makes sense, but here’s the kicker: When managers ignore their employees, engagement plummets to a mere two percent.
One of the most important, leadership skills to develop in managers is the ability to coach effectively—including how to connect with employees and get the best out of them on an ongoing basis. From my own experience, here are three employee performance management best practices I’ve found effective in turning frontline managers into first-rate coaches.
1. Teach them to be self-aware
The more managers understand their own emotions, fears, passions, strengths and weaknesses, the better they can empathize with these characteristics in others and offer coaching and solutions. The ability of a leader to identify, understand and manage their own emotions in a positive way can guide their thinking and behavior to have a profound impact on those they lead. Managers should be encouraged to take the time to understand and contextualize information and situations prior to reacting. Some managers find journaling is an excellent way to start getting in touch with their inner selves.
2. Help them get to know employees as individuals
Today’s workforce is increasingly diverse, with typical teams covering a range of backgrounds, cultures and ages. This underscores the fact that there is no one-size-fits-all approach to coaching, as each individual will have different needs and expectations about development, learning on the job, career progression and performance management—a manager, therefore, needs to get to know and understand what each individual on his or her team wants.
That means not just speaking with employees at performance reviews, but making performance management an ongoing habit, creating a manager-employee relationship based on open communication and meaningful feedback that occurs regularly. It also means asking them about their goals and their outside interests; the manager may even discover skills and talents they didn’t know the employee had.
In-depth knowledge of their employees also helps managers identify and develop their employees’ individual strengths and weaknesses, how those play out in specific tasks and responsibilities, and which tools and resources could be of benefit.
3. Help them see coaching as a two-way street
Once managers start developing their coaching skills, they’ll want to know what’s working and what’s not. Both new and seasoned leaders need to be evaluating and evaluated on their leadership skills on an ongoing basis. Encouraging leaders to conduct 360-degree feedback processes is a great way for them to identify strengths and areas for improvement. Every leader should have an evolving leadership plan, and 360-degree feedback can help build that plan.
Strong leadership is the key to success
Strong leadership at all levels of an organization is one of the key pillars of success. But few people are born with great leadership skills—more often, great leaders are made. At first, that might seem painfully obvious.
Of course, people are going to be more engaged if they work for managers who follow employee performance management best practice rather than for someone who bullies, blames and berates them. But as the numbers show, it turns out the issue is more complex than that.
Organizations can’t just sit back and hope people will become great leaders. It’s important for coaches to reinforce to managers that they should be given or at least find the tools, resources and development they need to succeed through internal or external resources.
Anita Bowness (Canada)
Anita Bowness joined Halogen Software in 2014 with nearly 20 years of experience in consulting and professional services where she has enabled client organizations to leverage the talent of their workforce to achieve desired outcomes. In her role as business consulting lead at Halogen, Anita draws upon her prior HR and consulting experience in the areas of recruitment, onboarding, performance management, learning and development, succession planning, organizational development, competency mapping, and change management. Anita holds a bachelor’s degree in human resource management from the University of Ottawa and a master’s degree in human resource management from the University of Leeds.
The views and opinions expressed in guest posts featured on this blog are those of the author and do not necessarily reflect the opinions and views of the International Coach Federation (ICF). The publication of a guest post on the ICF Blog does not equate to an ICF endorsement or guarantee of the products or services provided by the author.
Additionally, for the purpose of full disclosure and as a disclaimer of liability, this content was possibly generated using the assistance of an AI program. Its contents, either in whole or in part, have been reviewed and revised by a human. Nevertheless, the reader/user is responsible for verifying the information presented and should not rely upon this article or post as providing any specific professional advice or counsel. Its contents are provided “as is,” and ICF makes no representations or warranties as to its accuracy or completeness and to the fullest extent permitted by applicable law specifically disclaims any and all liability for any damages or injuries resulting from use of or reliance thereupon.
Very nice blog, keep on the good work…
with king regards,
Wasmachie reparatie amsterdam
Hi there, First of all i enjoy to much reading your blog. I agree that both new and seasoned leaders need to be evaluating and evaluated on their leadership skills on an ongoing basis. This is the way it should be.
Well, its about success here and the way we get along with it. No way we should find more leaders in our world to make it beter.
Thank you very much for your blog..
In someways I can understand the use of traningsship and HR and consulting experience and i really find it a great idea.
Pinpointed to the core issues! Love this article- it draws the parallel and highlights the importance of personal development in a professional environment. Key to success to start within and apply throughout the organisation in a solution focused, inclusive and collaborative way! Thank you for sharing your industry insights!
Thanks for taking the time
Thanks Anita, some useful stats and observations.
The international coaching industry is seeing explosive growth and is now one of the world’s fastest growing industries. Every organization mission have become to boost the performance of entrepreneurs, start up and growth stage businesses, and corporations by using decades of experience coupled with proven and innovative business strategies and tactics delivered on a one-on-one, long-term coaching format. Drawing from over 32 years of business experience across a broad spectrum of disciplines, AGC founder Alan Gavornik https://goo.gl/IM8eu2 maintains hands on expertise in the areas of corporate formation and start up, capital round financing, growth and expansion initiatives, sales and marketing, and exit strategies. This business prowess is further enhanced by AGC network of industry experts which are available to compliment an engagement as needed. We are a small and elite group of focused senior business people who have a commitment to ongoing learning and teaching others. We deliver massive value to our clients through a highly focused and methodical process.
Loved the article. Very apt for today’s world and extremely relevant for every single person.
Effective engagement through coaching , especially with millennials is emerging as a critical skill to succeed in various walks of life – be it with a child, a student, a professional, a new manager, seasoned leader or an experienced individual. Ability to strike a cord and assist an individual through a confused, challenging or exploratory journey needs a perfect blend of art and science of coaching. Coaching enables commitment. And today’s children, youth, professional becomes highly motivated if committed to any action.
Coaching is an art because just like gaining mastery in art related subject requires tremendous practice, coaching requires diligence, patience and practice. Practice enables a great evolutionary process and over the journey one learns the ways to paint the perfect stroke or move. Diligent & consistent practice of coaching assures a similar mastery of the art. Coaching is a science as it the process of coaching has scientific and deeper impact on an individual’s ability to think, ponder, explore and conclude. Hence blending the perfect portions of the art and science can create quiet a magic for an individual and as a recipient of this concoction feel extremely empowered and liberated!
Coaching is definitely a two way process but it’s the art of an effective coach that will trigger the scientific impact for the coachee. As a manager, one needs to trade the path of coaching with caution and ease. Caution as many times in the zest, managers end up pushing people, thereby completely disrupting the very basis of coaching philosophy. Ease because as a manager we often forgot to follow through with our team members to provide them with the additional support that they may need during the journey. Managers need to know when to advance and when to retreat to enable individuals to drive their own journey.
As an organization, coaching should be the DNA towards employee engagement and empowerment to drive organizational change and performance levels.
As a family, coaching skill is an essential tool to equip children to develop independent thought process and become an empowered, vibrant and positive thinking youth.
Thanks Anita, some useful stats and observations.
[…] https://coachingfederation.org/blog/index.php/6187/ […]