One of the themes in this guidebook is the manager’s role as a coach—a person committed to the well-being of employees, a person willing to rely on the skills and experiences of those who work for him or her. Another definition of coach: a business partner.
Coaching creates a positive work environment by building mutual trust. It means that the manager provides employees with the following:
• A committed supervisor-employee relationship
• Empowerment without fear of failure
• A listening ear and continual probing feedback to make sure messages are clear and employees understand them
• Leadership availability at all times
• Continual messages of encouragement
• Diagnoses of problems with mutual supervisor-employee solutions
A manager who acts as a coach stands a better chance of successfully disciplining a problem employee, for this kind of manager is apt to detect problems early on, to act on them quickly, and to possess the trust and respect needed to work well with the employee toward behavioral change. It is true, too, that the employee is more apt to listen when the feedback is centered on change and not on negatives perceived as punishment.
“The Manager’s Coaching Self-Profile” worksheet, on the following page, will help you determine whether you are reluctant to coach or give feedback. Some managers are slightly uncomfortable with coaching; others are totally intimidated by it. Knowing your area of development need (signaled by “disagree”) will get you started on strengthening them. For example, if you strongly disagree with the statement “I know how to counsel and coach,” then you might try closing this knowledge gap by:
• Attending a seminar on counseling and coaching styles
• Reading this guidebook very closely
• Observing as someone skilled in coaching meets with an employee