Thanks for your posts, everyone. You have sparked more thought!
Time seems to be the big issue, but I think I'm hearing most everyone saying that lack of time is a symptom, not the real problem explaining why managers/supervisors don't coach more.
Lack of time – from my perspective – equals shifted priorities. When managers believe that their responsibilities are to get out the reports, prepare the budgets, manage the expenses, respond to customers, sign the paperwork, prepare the strategy, communicate up, etc., there’s no perceived time for coaching.
For the sake of argument, let's assume that we all agree that managers/supervisors don't recognize coaching as a priority.
How can we reshift the priorities of managers so that they make coaching a priority? (I think there's an intrinsic side and an extrinsic side to this.)
I'm looking for lots of ideas because I'm thinking of putting together a survey of best practices and this would be one area on the survey.
Terry
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2 comments:
As a manager in a very large healthcare organization, I believe in and incorporate coaching and mentoring into my daily activities. I may have a different perspective about leadership-- I am a professional and certified adult educator as well, which colors both my perspective and approach.
For me, nurturing and supporting my staff to empower them to do their work to their very best ability is my number one priority.
All of the technical skill, time mgmt, etc. that is required as a baseline of many careers can only be realized in it's fullest if staff have the level of support they need to enable/empower them to USE their skills.
Those who do not feel supported and valued will not rise to the same level of performance and the outcome will compromised.
In my opinion, once staff feel valued and supported (which only comes from their leadership demonstrating and living this development) they are able to consistently meet and exceed expectations. All are treated with dignity and respect, and know that they are more than an employee number, or one of the masses.
Leadership in an organization defines the culture, and can develop either a functional or dysfunctional environment. Coaching and mentoring is an integral part of developing a highly functional, supportive team environment-- which is, as a natural consequence, productive and high performing.
That being said-- I realize I am a teacher-- my philosophy and approach stems from my training and experience. However, as a human being, I understand what I would like to see in a professional environment, and make every effort to demonstrate support and leadership for my team, continually and consistently.
I have been working as a sales and soft skills trainer with a multinational pharma organisation. My experience says that front line managers uasually dont coach as a priority because:
1) They are not able to visualise and appreciate the benefits to themselves, and even if they understand, it looks a very distant thing and are not interested in pursuing it. As a sales person they are more interested in doing something which gives them instant results.
2) Other reason is when th esenior management is not serious and is not driving the concept of coaching. It is not taken up as a seripous issue during bthe meetings and other forums.What is discussed are only figures and a lip service for training.
I hope I am able to give some thought provoking points on this issue.
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