In a recent Forbes article, it was claimed that the need for coaching within organizations is ever increasing yet for some reason managers are not truly embracing it. This same article also stated that according to the 2010 Executive Coaching Survey, conducted by the Conference Board, 63% of organizations use some form of internal coaching, and half of the rest plan to. Yet coaching is a small part of the job description for most managers. Nearly half spend less than 10% of their time coaching others.
In our last blog How Coaching Supports An Organization, we spoke about External Coaching and Internal Coaching. However coaching can have its most profound impact if it can become part of the MO (Modus Operandi) of the management and supervisors of the company.
In truth, this type of coaching is totally under developed because it is more aspiration than reality. Companies want their managers to behave like coaches but have provided little in the way of resources to demonstrate that they are serious about it. The key to a successful “Coaching Approach” strategy with your organization lies in the following:
- Training – as much as people might think they know the skills, different people know them to varying degrees. Create a consistent learning approach that fits your organization’s culture.
- Model Behavior – do not expect middle and front line management to be coaches if the communication from the top is not the same. This needs to be a core behavioral expectation for the entire organization.
- Consistency – you cannot coach one minute and then flip the switch. People need to be in this mode all the time. That is not to say that you cannot be upset or discipline people; you can! It’s all about how you handle it.
This is obviously not an overnight strategy. However with planning, training and commitment to execution, a “Coaching Approach” can have the most profound impact on the quality of communication and relationships, and ultimately, morale and productivity.