Even if you haven't reached official management status, you've probably had the opportunity to take the lead and be in charge of others-managing a project or serving as team leader. Looking back, did you find yourself investing 80% of your time with just 20% of the people you were leading? Did you find yourself immersed in micromanaging the bottom 10% – your problem children – while spending the rest of your time catering to the needs (and whims) of the 10% who were your star performers?
It's tempting to give all of your attention to people at the top and the bottom of your team: But don't do it. Your success – and the success of your company – depends on developing and motivating the other 80%. You need a tool that helps you engage the "middle 80" – helping them develop their skills while improving team performance... coaching is that tool.
Coaching Focuses on Developing, Not Fixing
Coaching is a fluid relationship that can be initiated by either the person who sees an opportunity to help or by the person looking for help. It can be done at any time and doesn't require a manager/subordinate relationship to be effective. In a coaching relationship, both parties decide if the relationship should continue. Coaching focuses on developing, not "fixing", the person being coached – creating individuals with improved skills who can contribute more effectively in a team environment and on their own.
Coaching is much more than just an informal conversation with another staff member. It depends on clear expectations that are communicated well and supported with timely oversight. Regardless of whether you're a manager coaching a new employee or team member coaching a peer, formalising some of the coaching process is useful. When goals and expectations are clearly defined, employees in the middle 80 are given the tools to perform above their previous potential.
Implementing Coaching
Before effective coaching can take place, a Coaching Development Plan must be established that you and the person you're coaching co-create. The key term in the previous sentence is co-create. Rather than your writing a plan, both of you need to jointly identify a set of goals and activities. Co-creation ensures that both parties will be invested in the plan's success (think about how dedicated you've been to anything that you've helped create). Co-creation also moves you away from the boss/employee relationship and towards the peer-to-peer relationship of coaching.
Your Own Coaching Needs
You may need some coaching on the skills that a coach requires. For example, one of the keys to successful coaching is the ability to foster self-motivation. This requires a coach who understands the elements of motivation and de-motivation and their impact on behaviours. If this is an area where you lack skills then you may want to seek out a coach for yourself.
By moving to a coaching role for the middle 80, you begin developing your next generation of leaders, since individuals who have experienced the benefits of coaching will look for opportunities to assist others in their growth. As successful coaching collaborations grow and thrive, your work becomes more productive and less stressful, knowing that all of your employees are being given the tools and support they need to take the organisation to the next level.
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