tools for managers: the coaching mindset...tools for managers: the coaching mindset inside...
TRANSCRIPT
Tools for Managers: The Coaching Mindset
Inside organizations coaching has become
common practice to address issues such as
developing talent, ‘onboarding’ key leaders and
supporting senior executives. Yet, there is clearly
widespread opportunity to integrate some of the
skills and competencies inherent in coaching into the
roles of managers and contributors at all levels in an
organization. We call this: the Coaching Mindset.
In the coaching mindset, you aren’t necessarily
engaged in a highly structured, long-term coaching
arrangement. But instead of being overly committed
to solving everyone’s problems and to listen to
everyone gripe at you, you are hosting a one-time
conversation in the hall, or an ongoing conversation
as part of your management of others where a
coaching mindset can have a meaningful impact in the
moment and over time.
The coaching mindset equates to a paradigm
shift in the manager’s approach to working with
teams and individuals. And while this approach is
situation specific, the coaching mindset creates a
framework for ongoing development collaboration,
and empowerment among teams, direct reports
and peers. And most importantly, it goes beyond
the inherent problems of managers engaging in a
structured coaching engagement with a direct report
even for managers who are thoroughly prepared and
who are gifted at coaching.
Often times the manager finds her/himself in the
time-consuming role of mediator, problem solver,
solution build, and the driver of the latest initiatives
and deadlines – all roles that generally result in
predictable tensions (and often disempowerment),
with a short-term solution often being drawn into
a long-term issue. Through the coaching mindset,
the manager has another way of approaching the
development of a member of his/her team. This
new approach produces a sense of empowerment
and encourages the employee to contribute to
developing solutions and approaches to any number
of issues and challenges. For the managers with
a coaching mindset, team tensions become an
opportunity for individual and group development
as well as the chance for members to take a role in
resolving friction. 1
W H I T E PA P E R
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W H I T E PA P E R
Rather than stepping in to quickly resolve the situation at hand, a coaching mindset provides the
manager with a fresh approach that over time yields greater benefits to team members and creates
a stronger sense of ownership and involvement in the solutions. An important step in developing this skill
is to build awareness of the differences between a ‘managing perspective’ and the coaching mindset. The
following table provides a brief comparison.
Manager’s Perspective
Coaching Mindset
Creates a quick solution. Helps the team members develop their own solution.
Mediates staff differences. Queries team members about their role in the disagreement.
Tells the team what to do. Asks the team to create a solution and present it to the manager.
Tells the team members how to manage the issue.
Listens to the issue.
Steps ahead and out front of the team when it comes to solutions and strategies
Leads from behind, asks questions before creating solutions and strategies for team members. Seeks to empower team members and develop a sense of their own contribution to the issue at hand.
Get it done. Managers are under the gun to meet deadlines, numbers and projects, so inviting collaborative thinking often seems time-consuming. And while it may not always be the best choice in the moment, it will most often produce the best results over time.
Thinks collaboratively, invites the team to join forces and develop strategies and solutions through the synergy and combined efforts of the team.
Naturally, the coaching mindset won’t be the appropriate managing style all the time. But it does give
the manager additional tools. There are times to direct, times to lead without discussion, and times to
use a coaching mindset. To introduce this new technique, try to incorporate initial steps into the manager’s
daily routine and see how the results positively impact the engagement and initiative of your work teams.
Here are some suggested introductory steps.
Ask Managers to Notice:
o Opportunities to shift from providing solutions to helping others develop their own
o How quickly you move from an ill-disguised attempt to listen to a solution- building stance
o Opportunities to invite collaboration and fresh perspectives
o Moments to celebrate the team’s successes and your own!
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CW H I T E PA P E R
Case StudyJane is a young manager in the health industry and her subordinates include a team with members that are
both younger and older than Jane. Some have been with the organization much longer than Jane, while
others are new to the organization and the world of work. Tensions in the team are a regular occurrence
and Jane finds herself spending much of her time ‘putting out fires’ and attempting to reduce the tensions
on the team enough so that some work can get done! Blame and finger pointing are the standard
reactions to any disagreement among team members. And Jane is constantly finding herself in the role of
authoritarian, problem-solver, peace-keeper and negotiator. She is exhausted and often frustrated at the end
of each day.
With a coaching mindset, Jane brings a new approach to many of the team issues. The coaching mindset
reframes the problem and shifts some of the responsibility for problem solving to all parties and asks them
to take responsibility for their own roles. With the coaching mindset, all are asked to help build the solution
instead of defaulting to blame and finger pointing. This shift in approach ultimately leaves team members
with a sense of competence and mastery in creating some of their own solutions.
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