You may wonder why leaders and managers resist coaching their teams, when the financial and personal benefits of coaching are so well known.
We regularly hear some great ‘reasons’ from individuals within some client organisations, so I laughed out loud when I read an article on the five myths that prevent leaders from coaching their team members.
In summary these are:
- “My team don’t want my questions, they just want me to give them the answer.”
- “I’ll coach them when they ask for it. They can ask for help.”
- “No one is complaining, so everything is fine.”
- “Good people self-correct when something goes wrong.”
- “Our best team members want to be left alone to get on with their jobs.”
I’ll leave you to read the full article by Marcia Reynolds PhD, and I’d be interested to know whether any of these resonate with your experience (you can email me on firstname.lastname@example.org to let me know.)
The solution we offer is to integrate coaching into organisations at two levels:
- Leadership coaching methods as part of a consistent, ongoing, development programme
This means that the language of coaching is organisation-wide; peer learning supports the less confident to develop and the more experienced to mentor others. This is the ‘manager as coach’ level.
- Accredited coaching qualifications for a core group who will create an in-house coaching team
These people can provide formal 1-1 coaching; for example, to support career progression; to help establish new teams and projects; or to address challenges and nip them in the bud.
And independently-verified Case Study Evidence demonstrates the benefits of these two approaches. It’s not us saying this, it’s organisations like Gallup, the University of Queensland and a world-class NHS hospital group.
And if you want to know more about how the Forton Group maximises better leadership and management through coaching skills, get in touch.