Managers skilled at coaching are often among the best

Dr. Bill Howatt

Project Oxygen, a study conducted by Google, identified 10 key behaviours that their best managers had. One of the key behaviours was coaching. Managers who are committed to developing their coaching skills and take a coach approach provide their direct reports a much different experience than a manager who's hyper-focused on results. Though these two approaches are different, both can get results.

However, the manager who tends to be hyper focused on results and not their employees' workplace experience is more at risk for consequences that can negatively impact productivity. These include increased sick time, more employee turnover and less discretionary effort.

Managers who are hyper focused on results are typically skilled subject matter experts, aimed more on outcomes than how the outcomes are achieved. Those who take a coach approach focus more on the process as to how outcomes are achieved. Following are some key differences between a manager who takes a coach approach and one who's hyper-focused on results.

A manager using a coach approach:

• Asks more questions and gives fewer directives.
• Looks for opportunities to teach when mistakes happen versus assigning blame or criticism.
• Takes a collaborative approach versus command and control.
• Slows down to engage employees versus appearing to always be in a rush.
• Empowers employees to make decisions versus dictating all decisions.

Ultimately, every organization's sustainability and long-term success is dependent on the people who come to work each day to do their best work. People thrive much more in a culture that's psychologically safe and has managers who are committed to and care about their workplace experience.

MANAGER/COACH APPROACH IN ACTION

Managers who adopt a coach approach don't need to be formally trained in coaching. What this approach requires is accepting the notion that people perform better when they're trusted, encouraged and empowered. Managers who like working with people, care about people and enjoy supporting people to succeed are more able and likely to want to adopt a coach approach. Frontline and other levels of managers who accept this simple notion can immediately and with intention utilize some basic coaching elements that support a coach approach. These include:

• Role model civility — Accept that as a manager it's unrealistic to expect you'll be perfect. You will make mistakes, and when you do, acknowledge them quickly and say sorry when it's appropriate. Being vulnerable supports employees to know that making a mistake doesn't mean you're bad or no good.
• Lead with purpose — Be clear of your values and how they're aligned with your organization's values. Be aware that employees, for the most part, pay more attention to your actions than words. What you say matters and what you do matters more.
• Spend time with team — Take time to discover who your team members are, what they care most about with respect to their work, what they worry most about work, what they want out of their career, and how they like to communicate, solve problems, deal with conflict and get feedback. Every team member is different, so a coach approach never assumes what motivates and works with one team member will work with all.
• Notice good work and acknowledge it — Most employees know when they've done something wrong as well as when most things are done right. A coach approach doesn't take good work for granted. It recognizes good work using tacit forms of recognition, acknowledgement, praise and thank you. This provides a manager with trust and opportunity in times when things need to be improved to also point them out.
• Create learning opportunities — It can seem easier sometimes to do something yourself than to allow an employee to try to do it themselves. Resist this urge with conviction. Look to create as many opportunities as possible where you can empower employees through delegation, knowing that through mistakes comes mastery.
• Notice challenging moments — Pay attention when an employee has a challenging moment and instead of assuming they need your help seek their permission by asking if you can assist. Employees who feel safe with their manager are more open to sharing challenging moments and to accepting help that can create coaching opportunities that can lead to increased competency, confidence and commitment.
• Listen and listen a bit more — One of the key points Micheal Bungray Stanier suggests in his book The Coaching Habit is for anyone who wants to be an effective coach to resist the urge to give advice and instead listen and ask open questions (e.g., And what else?). Though this simple advice can be difficult to follow, it demonstrates you care and provides employees opportunities to find their own solutions.

The above are micro skills that support a coach approach. Though a manager doesn't need to be formally trained in coaching skills, there are benefits. For example, taking a three-hour workshop on basic coaching skills for managers can provide strategies and tips on how to ask open-ended questions rather than making statements, how to create a coaching conversation, and how to know when to stop trying to coach.

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The Workplace Psychological Safety Assessment (WPSA) is an evidence-based, confidential assessment tool designed to provide employers with an understanding of their employee's current workplace experience through a psychological safety lens.

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