'Coaching' Strategies for Managers

By

Prof. Dileep Kumar M.
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune
 

Introduction

Coaching is both a tool and essence of company culture. Coaching is a recognized profession that combines unique attributes from the disciplines of consulting, training, and development. Industrial coaching is an ongoing partnership that helps the employees to produce fulfilling results in their personal and professional lives. Through the process of coaching, employees enhance their learning power, improve their performance and enhance their quality of life. Coaching accelerates the employee's progress by providing greater focus and awareness of choice. Coaching concentrates on where employees are today and what they are willing to do to get where they want to be in tomorrow. To develop a culture of high performance, supervisors and the mangers should adopt coaching as a strategic partner. One of the many factors that have been recognized as the hallmarks of successful management behavior is the ability of Managers and Executives to develop their Direct Reports and staff. Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance.

Strategies

Following ways can produce better results in industrial organisations through coaching process.

1. Give insight to make things work.

2. Support organisations core values and behavioral characteristics

3. Help employee to better understand corporate culture.

4. Free and open exchange of ideas.

5. Learn a new skill together.

6. Keep promises to maintain open and honest communication.

7. Give opportunity to employees to understand real responsibilities and choices.

8. Keep promises on empowerment and recognition and reward for excellence.

9. Understand the performance limits of the employees.

10. Discuss the training and learning goals with the employees.

11. Discuss the learning and carrier goals even from the beginning of coaching process.

12. Identify the training needs of the employees.

13. Give opportunity for members to express their training needs.

14. Develop periodical learning and training goals to facilitate the organisational change process.

15. Facilitate them to get training exposure that would facilitate professional improvements.

16. Look for improvements as well as problems in the performance during coaching.

17. Enhance the confidence of the employees through skill development and personality development..

18. Review the developmental targets and performance targets periodically through management by objectives.

19. Be available to the employees as and when they need and clarify their doubts.

20. Accept the responsibility of subordinates success and failures with new ideas

21. Address the difference of opinion openly. There should be no room for misunderstandings.

22. Remove all kinds of personal conflicts between the coach and cop.

23. Give feedback, not criticism.

24. Make use of silence as a best tool to encourage employees to experiment their ideas.

25. Made employee aware of bad performance and orient them to correct their behaviour.

26. Through mutual discussion correct employee's performance.

27. Do follow up to check up corrective improvements.

28. Give assistance to employees if needed.

29. Acknowledgement of even small positive behavioral changes at organisational level.

30. Give constructive feedback to members about their better performance to motivate them.

Conclusion

The success of the organisation depends on a motivated work force. To develop a successful human resource for better work relation, work behaviour and work ethics, effective coaching style to be adopted by the managers. Coaching is a style of management, which can mould human behaviour at work. The managers of modern generation should adopt more relationship oriented work norms and supervision for better involvement and contribution at work. Coaching to be adopted as a strategy for Business Success and Human Resource Development.
 

Prof. Dileep Kumar M.
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune
 

Source: E-mail March 22, 2006

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