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Harvard Business Review: 4 Reasons Managers Should Spend More Time on Coaching

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By Joseph R. Weintraub and James M. Hunt

MAY 29, 2015

 

There are managers who coach and managers who don’t. Leaders in the latter category are not necessarily bad managers, but they are neglecting an effective tool to develop talent. We’ve been researching managers who coach and what distinguishes them. What has stood out in our interviews with hundreds of managers who do coach their direct reports is their mindset: They believe in the value of coaching, and they think about their role as a manager in a way that makes coaching a natural part of their managerial toolkit. These are not professional coaches. They are line and staff leaders who manage a group of individuals, and they are busy, hard-working people. So why do they so readily give coaching an important place in their schedule? Here are four reasons:

They see coaching as an essential tool for achieving business goals. They are not coaching their people because they are nice — they see personal involvement in the development of talent as an essential activity for business success. Most managers will tell you that they don’t have the time to coach. However, time isn’t a problem if you think coaching is a “must have” rather than a “nice to have.” Whether it’s because they are competing for talent, operating in a highly turbulent market place, trying to retain their budding leaders, or aiming to grow their solid players, they believe that they simply haveto take the time to coach.

There are two assumptions behind this belief. First, that extremely talented people are hard to find and recruit. If you are known as a manager who will help those people thrive, they will gravitate to you. Second, that an organization cannot be successful on the backs of the extremely talented alone. You need solid players just as you need stars, and they will need a manager’s help to build skills and deal with the changing realities of their marketplace.

They enjoy helping people develop. These managers are not unlike artists who look at material and imagine that something better, more interesting, and more valuable could emerge. They assume that the people who work for them don’t necessarily show up ready to do the job, but that they will need to learn and grow to fulfill their role and adapt to changing circumstances. Coaching managers see this as an essential part of their job. They believe that those with the highest potential, who can often contribute the most to a business, will need their help to realize their often-lofty ambitions. As one manager told us recently, “Isn’t helping others to be more successful one of the key roles of a manager?”

The manager must adapt his or her style to the needs and style of each particular individual. This of course takes a good deal of work on the part of the manager, but again, this is perceived as being part of the job, not a special favor.

They are curious. Coaching managers ask a lot of questions. They are genuinely interested in finding out more about how things are going, what kinds of problems people are running into, where the gaps and opportunities are, and what needs to be done better. Typically, they don’t need to be taught how to ask questions because it’s a natural strength. This curiosity facilitates the coaching dialogue, the give-and-take between coach and learner in which the learner freely shares his or her perceptions, doubts, mistakes, and successes so that they together reflect on what’s happening.

They are interested in establishing connections. As one coaching manager stated, “That is why someone would listen to me, because they believe that for that time, I really am trying to put myself in their shoes.” This empathy allows the coaching manager to build an understanding of what each employee needs and appropriately adjust his or her style. Some employees might come to coaching with a “Give it to me straight, I can take it” attitude. Others need time to think and come to their own conclusions. A trusting, connected relationship helps managers better gauge which approach to take. And coaching managers don’t put too much stock in the hierarchy. As a coaching manager recently told us, “We all have a job to do, we’re all important, and we can all be replaced. Ultimately, no one is above anyone else. We just need to work together to see what we can accomplish.”

Achieving this mindset is doable. It comes down to whether the business case is sufficiently compelling to motivate a manager to develop a coaching mindset. Managers need to ask themselves a few questions: Does your organization (or group or team) have the talent it needs to compete? If not, why not? Have you done a poor job hiring, or are people not performing up to their potential? It’s really either one or the other. If the latter is true, it’s your job to help get them to where they need to be.

For managers who want to start coaching, one of the first steps is to find someone who isa good coach in your organization and ask her or him to tell you about it. What do they do? Ask why they coach. Listen and learn.

Second, understand that before you start coaching, you need to develop a culture of trust and a solid relationship with the people you will be coaching. In spite of your good intentions, all the techniques in the world will make little difference if those you are trying to coach don’t feel connected to you in some way. The relationship you develop is more important than the all of the best coaching methods that are available.

Third, learn some of the basic principles of managerial coaching that will help you develop your own expertise as a coach. One of the core lessons for managers is that coaching isn’t always about telling people the answer. Rather, it is more about having a conversation and asking good, open-ended questions that allow the people you are coaching to reflect on what they are doing and how they can do things differently in the future to improve performance.

Finally, the mindset should be focused on the people you are coaching. Always remember the main principle: coaching is about them, not about you.

Who’s Right Who’s Wrong?

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In virtually every human society, ‘he hit me first’ or ‘he started it’ provides an acceptablerationale for what comes next. It’s thought that a punch thrown second is legally and morallydifferent than a punch thrown first. The problem with the principle of even-numberedness is thatpeople count differently. People think of their own actions as the consequences of what camebefore. They think of other people’s actions as the causes of what came later, and that theirreasons and pains are more palpable, more obvious and real, than that of others.

These are positions and ideas we all “wind up” playing out. When we “are” right, it appears to usto be the truth. For us to be right it is an equal truth that someone else is wrong, it’s not a matterof accuracy, it’s a matter of who we believe ourselves to be. We can’t be happy, vital, and lovingwhile we’re being right, making someone wrong, or justifying our positions, one displaces theother. The “rightness” of our positions also precludes us from being open to seeing other pointsof view.

We have a choice about our actions. When we choose to change the way we wound up “being”,we move to a place of freedom, a place where we can be free from stress and live the lives wewish for. Our points of view and positions can then move from fixed to malleable, from closed toopen, where each person can be listened to and appreciate you have listened.  We get to act inaccordance we the sort of person we want to be rather than the person we ended up.

YOU GET TO SAY HOW YOUR LIFE WORKS RATHER THAN REACTING TO LIFEHAPPENING TO YOU.

Leadership – Making something happen that wasn’t going to happen anyway.

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Leadership is not something bestowed upon the privileged few. Leadership is open to all. So, what is it that stops us? First we must look at our view of ourselves as a leader. Not to let that voice in your head that tells you that ‘you aren’t up to it” and bully you in to a small life, not even to try. On top of that, what is your opinion of a good leader? How do you measure up? All these internal conversations keep you fixed and restricted from achieving your dreams. It stops from making a difference and having the feelings of self-fulfillment.

So what is leadership? Leadership is about making a stand for how we want things to be, a vision that inspires us to go beyond what we think we and others can do. Plus, the ability to enroll others in to your vision of how thing could be and for them to make it their own. It is something each of us can bring to anything with which we’re involved or is important to us. It may be in our work, our families, our communities, our nations. Leaders are ordinary men and women who dare to be related to a possibility bigger than themselves. They attract and enroll people to the world that’s opened up by their vision and their commitment.

To assume that leaders just started out as extraordinary people is to overlook what it took along the way. The majority of the time, leaders face being thwarted or think they may be inadequate for the task. Taking a stand for a future when it’s only a possibility is a purely existential act and exists only in language, when we say it will be. If we say something is impossible then that is how we relate to it. If we say it is possible then your brain has to work out how to do it.

The reality, conditions, and circumstances of the future do not exist as “facts.” They exist only as a product of our conversations, making language and communication the most important and fundamental access to fulfilling what matters, what’s important, what’s possible.

To lead is to have a vision of how you want things to be. To create something new and not to settle for recreating what has already happened, especially if it isn’t working.

GIVING BEYOND YOURSELF

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http://bbc.in/1BM62uo

Just watched a fantastic program on BBC 1 about called Transplant Tales. On the program there were two brothers from Scotland, both healthy men who chose to be living kidney donors. To donate your kidney to a loved one is an amazing gift. However, These two amazing men not only donated their kidneys but did it for complete strangers. They will never know the difference they have made to the other family, but I think it is safe to say they will have changed their lives!

 

Being Authentic Takes Courage

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Authenticity

“One afternoon, in the middle of a particularly boring grammar class, my English teacher set aside her book and took nominations for the best song on our local Top 40 radio station. For the first time that year, all hands were in the air. There was no ‘right answer’ to a question of personal taste, or so I thought until she eventually called on me, and I announced my choice and that it was not only the best song in the Top 40 but possibly the best song ever…. What I remember is not my recommendation so much as the silence that followed it, an absence of agreement I can only describe as deafening.

“The first time I heard the song, I was hooked…. I bought it and played it over and over again. The song satisfied me on every level, but if nobody else liked it, I guessed that I didn’t, either. That evening, alone in my room, I found that I was too ashamed to listen to my record, or even to look at it, really. It reminded me of my wretched eagerness to please. From this point on, whenever someone asked my opinion, I would turn the question around, and then proceed accordingly. If the person I was with loved game shows and Deep Purple, then so would I, and if I was caught contradicting myself—watching or listening to something I’d sworn to have hated—I would claim to be doing research, or to be enjoying the thing for its very badness. You could do this, I learned, and people would forgive you, consider you interesting, even.” Having spent my life trying to fit the will of others, I was unable to distinguish between what I enjoyed and what I thought I should enjoy.”1

We are all familiar with the old imperative “To thine own self be true,” and clear that much would be resolved if only we operated consistently with it, but the pull for getting approval from others and the need to fit in is a strong one. Even when we’re fully aware that we’re being inauthentic, and know that we don’t really believe in what we’re doing or saying, we still act as if we do—because we’re afraid we might risk losing approval of some kind. Even though we know the standards we’ve set for ourselves are impossible to realise, we still keep trying—we hide our perceived shortcomings, or pretend they don’t exist. In doing so, we unwittingly add yet another layer of inauthenticity.

It’s hard to be at ease when we have to keep up a pretense and not be true to ourselves in some way. Yet it’s not as if we woke up one morning and intentionally said, “Gee, I think I’m going to act inauthentically today. What my life’s going to be about is looking good and avoiding looking bad.” This way of being is just kind of automatically there. Every time we opt for looking good or avoiding looking bad over what’s actually true for us, inauthenticity creeps in and we compromise who we are.

We don’t much like thinking of ourselves as being inauthentic, but we live in societies today in which the name of the game is to “make it,” to “fit in,” to “look good,” so a great deal of what we think and do becomes shaped by a kind of cultural commitment to that. That pull or gravitational force is an ontological phenomenon, not a psychological one—it’s the already/always condition of being human (a term which kind of speaks for itself). This condition is ubiquitous—it influences everything: How we see and respond to situations, what we’re concerned with, what’s important to us. While we might think we are responding in true, authentic ways, what is actually happening is that our responses are essentially just a fallout of that already/always condition. And it is against that pull—the enormous gravitational force of that condition—that we attempt to be authentic.

When we compromise, even in the tiniest of matters, it’s easier for those compromises to become more and more commonplace; we begin to feel as if doing that is a normal and O.K. way of behaving. Over time, bit by bit, this erodes our sense of self. It’s like stirring one drop of red paint into a can of white. The paint may turn only the palest shade of pink, and while that might seem barely noticeable—no matter what we say about it—the paint is no longer what it was. Similarly, when the wholeness and completeness of who we are is jeopardised in some way, albeit imperceptible at first, our sense of ourselves gets obscured, making it harder to return to who we are. When that begins, there’s really no starting point to become ourselves—it’s all flailing around.

To be authentic requires putting aspects of our present ways-of-being on the line—letting go of pretenses, letting things show themselves in new ways, and acknowledging whatever inauthenticity is at play. The possibility of fully being ourselves occurs in proportion to our being authentic; said another way, it occurs in proportion to the degree we own our inauthentic ways of being. In not owning them, we essentially resign ourselves to inauthenticity staying around. Living with a pretense, or being afraid that some aspect of ourselves might be found out, precludes any real freedom. We live, rather, with a kind of fabricated freedom—a large price to pay.

Sartre said that facing one’s freedom can be terrifying and uncomfortable—because facing it makes one feel insecure, and inevitably produces some level of anguish. Hence, we are constantly tempted to live inauthentically, pretending to ourselves that we are not free. To maintain this pretense, we try to convince ourselves that our actions are determined—by our character, our circumstances, our nature, or whatever. The last thing we want to admit is that our actions are determined only by our free, unconstrained choices.2

Being authentic—stepping outside of the swirl of the already/always condition—requires courage. Humorist Josh Billings said, “This undertaking is not only the most difficult thing to do, but the most inconvenient as well.” In being authentic, the already/always condition becomes stripped of its power and is no longer the determining force in shaping who we are. Here, the context for the question “who am I?” shifts from flailing about, trying to find ourselves somewhere out there, to a context of creation. This is more difficult, because there is no zeitgeist to read, no template to follow, no known path to success. It’s a blank slate. It’s a matter of courage—a matter of creating possibility. It gets made up as we go along, and it is this shift that makes available to us the full possibility of being human.

What does every coaching client want?

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A4_Coaching
Did you know that (from experience and observations) over 80% of coaching clients are looking for a life coach because they are stuck and looking for a breakthrough in there lives.
They’re struggling with something and don’t know what to do to change the direction of their lives.
They want a coach to help them see what they’re struggling with, and what they can to do to transform it.
Come along to my introduction to life coaching event in Leeds on the Wednesday 15th July to find out more about life coaching and how it can help you.
For more information Contact me