Prem Rao writes a great blog and one of his recent posts identifies 7 barriers that prevent managers from coaching their team members as much as they ought.
Now I spend a lot of my time teaching managers how to coach and while I agree with all of Prem’s 7 I would have to add a few more barriers that I regularly encounter!
One is the perception that coaching takes a along time and is expensive. While coaching can take several weeks to really improve performance it is usually used to address a problem or an opportunity that has existed for months! Taking 6 -9 weeks to make real progress on an issue that is important but not urgent has to be a great use of any manager’s time.
But this brings us to another barrier to coaching. Coaching is a classic Quadrant 2 activity in Covey terms – it is itself an important but seldom urgent part of the work of the manager – After all you can always postpone coaching for another day without the wheels falling off. Secondly the issues that require coaching tend to be Quadrant 2 in nature – they are important but seldom urgent. So we are caught in a double whammy – not only can we afford to postpone coaching we can also postpone addressing the issue that coaching would be perfect to address.
Another barrier is the perception that it will take up a lot of the managers time if they start to coach – in fact it will nearly always save time – especially if used in partnership with delegation.
Then there is the association of coaching with under-performance. The perception that coaching is something that is done (certainly at middle and lower levels in the organisation) as a last resort effort to address under performance. This makes it awkward for managers to broach the subject of coaching with high performers.
Finally I think that many managers fight shy of coaching because they are insufficiently secure in their own technical competence and believe that their own short-comings might be exposed if they start to coach.
The solution?
Set an expectation that every manager will coach every member of the team every week. Train managers how to coach. Hold them accountable for this expectation and reward those that deliver!
Not only will you see progress in terms of performance and value creation, you will also start to develop a culture where you really do ‘invest in your people’.