Does coaching really matter?

In various aspects, the conventional coaching methodology has long been ingrained in the performance management model within the contact center industry. However, a critical challenge lies in the "quality of the session," as well as the subsequent steps and follow-up procedures. It's noteworthy that many leaders tend to approach this practice mechanically, missing the opportunity to harness its potential as a powerful tool for mutual improvement and recognition.

Often, leaders mistakenly perceive coaching or feedback sessions as platforms for dictating improvements based solely on their judgment. This raises a pertinent question: who truly desires to hear such directives, and does our team genuinely appreciate this approach? Instead of framing these interactions as coaching or feedback sessions, consider adopting a "needs review meeting". This approach transforms the conversation into a two-way exchange, allowing team members the freedom to express their needs from you as their leader.

The focus should shift towards addressing genuine needs rather than mere desires. The key is to create an environment where the leader is open to this type of dialogue. If you, as a leader, embrace this approach, I acknowledge your evolution in leadership. If not, it's never too late to redefine your methodology. Establish a framework where you are not the sole communicator but actively foster mutual commitment. Regularly revisit and review these commitments, fostering an ongoing dialogue that enriches both sides of the relationship.