BlessingWhite recently posted an excellent article on why coaching (by workplace leaders and managers) doesn’t work.
The article focussed on the five main causes of failed internal coaching and a general direction for the remedy for each cause.
This post covers the fifth and final cause where I’m giving you specific and actionable solutions for you to follow.
Next week I’ll post a link to my e-book covering these posts for you with my compliments. This e-book will include many of the techniques I offer in my $7 e-book ‘Ask or Tell – the power of asking and the force of telling’.
Cause 5 – Treating Coaching as an Event
Leading and managing is not an event is it? It’s an ongoing duty. Coaching is a leadership function and is also an ongoing activity.
It is impractical and pretty useless to save all coaching needs for one big event during the annual or half yearly performance review. It also detracts from the purpose and value of the review.
The leader or manager can easily create a routine of both formal and informal coaching sessions that have clear goals and desired outcomes. These can be adapted and modified over time.
Making time to coach can become a clear objective for the leader, around which valuable key performance indicators can be established, such as staff retention, employee engagement, improved performance and productivity.
An opportunity to create time for you, the leader, to coach could be in rationalising your time spent on emails and delegating more.
Could you make such an opportunity?
Please let me know how you go.
Standby for my complimentary e-book Coaching by Leaders and Managers including covering these posts.
