Wearing antlers doesn’t make me a moose.
Calling a manager a Coach doesn’t make them one either. Changing titles doesn’t impart the skills and knowledge to effectively live up to the new honorific. At best, it’s just a worthless change and at minimum, a misrepresentation.
“Make this team work together in a way that allows us to win.” That’s what a Head Coach of any sports team must demand from their assistants. If they aren’t winning, then the owners or General Manager will need to know what changes are going to be made. Without improvement, trust is lost and new Coaches that can get the job done would be brought in.
A CEO is in the same position. The manager must guide the team to win. Developing the skills needed to prioritize team results that boost the company while guiding individual achievement is a critical proficiency your managers must have before they earn that Coach title.
I’ve seen it first hand when called in to consult with a small chiropractic office. They had three doctors, a few dozen support staff, and a colossal problem.
The Administrative Manager wasn’t coaching his direct reports effectively. The physical therapists had no respect for him and grumbled about being assigned work under his direction. They complained that he had no understanding of what they do on a professional level. How could they be properly Coached if he didn’t even understand what it is they really do?
And… then there was the headache with the books. The owners of the practice weren’t comfortable turning over signature authority or even general accounting duties. Despite those responsibilities being clearly listed in the job description, this Administrative Manager struggled understanding the level of detail needed, focusing instead on a “big picture.” Tensions rose, aggravation compounded, and the situation escalated to job threatening.
This is where support from a Coach2 or facilitated coaching sessions by trainers like myself become critical. They didn’t have a Coach2, so they called on me to mediate and build their Coaching skills.
It turns out that despite all the complaints, the owners had stellar things to say about their errant Administrative Manager. This guy was a hard worker with dedication and integrity, a keen eye for business, and a natural flair for marketing and sales. Top strengths, if you ask me.
After discussing the good, the bad, and the ugly, I asked the pivotal questions: “What are you asking him to do differently? What Focus Areas could he improve upon?”
“Attention to detail!” “Earning the respect of and providing better Coaching to the staff.” “THE SAME THINGS WE’VE BEEN ASKING FOR TWO YEARS!”
While they acknowledged that the Administrative Manager had tried, the incremental improvements in areas like Accounting just were not enough. Especially since his relationship with the rest of the staff seemed to only be deteriorating.
We started the Catalytic Coaching process and dove into a Yellow Employee Input sheet with the Administrative Manager. Out of the gate, it became apparent that he was just as fed up and frustrated. He felt untrusted and struggled with not living up to the job title.
It came to light that this guy didn’t like Accounting. Even a little. He thought he had to handle the books; but dreaded it, even as he begged for the task to be fully turned over to him. That was how he “had to earn his keep” in his eyes.
When we drilled down a bit more, it turned out that he didn’t even see himself as a true Administrative Manager. Instead, he viewed his best contributions as growing the business through elevating marketing and improving the sales processes.
He also fully admitted to being the wrong guy for the job when it came to managing staff. It was a task he had inherited from his predecessor, who was a real people person. His training and passion was in the big picture and business development.
Recommendations were made on who would be better suited to take over those aspects of his current duties, opening paths for leadership growth in other employees that were looking for the step up. I recommended reorganizing the Org Chart and modifying the Administrative Manager’s responsibilities to take advantage of his super powers.
“Wait, what about the weaknesses?” asked one owner. “Don’t we have to address those?” We did! By changing what was asked of him, we took the pressure off that employee and the owners while giving other talented staff a chance to shine and opportunities for succession.
That’s what coaches do. The good ones anyway. We build upon each individual’s strengths and passions and try to work around their weaknesses and emotional drains. When well executed, the team wins as much as any individual.
You can’t bull your way through Coaching. My antler hat won’t ever make me a Moose, but with quality training and practice, both you and your managers can make phenomenal Coaches.
Did you hear about the Catalytic Coaching Mastery Program?
Gary has adapted his popular workshop for an interactive online experience packed with immersive practical exercises that is designed specifically for HR leaders and senior executives who are ready to make a positive, rapid impact on employee performance.
From the convenience of your own computer, this course will provide you with the skills and knowledge to transform good managers into great coaches, increase the impact of your initiatives, and augment productivity with Catalytic Coaching!
Details and Registration at catalyticcoaching.com/masteryprogram.
Garold (Gary) Markle is the creator of Catalytic Coaching and author of Catalytic Coaching: The End of the Performance Review. He brings real world experience from 17 years in HR leadership in major corporations coupled with 20 years of teaching small and mid-sized organizations how to cultivate their leadership and ditch their detrimental performance reviews for a proven Coaching process.
Book Gary to speak to your audience about speeding your pace of significant change.
Connect with him on LinkedIn - Check out his videos on YouTube - Sign up for emails or Request information - Follow on Facebook
