Managers need to recognize their ultimate responsibility for improving employee performance. Transitioning from a shame-based approach to a coaching-style management can lead to better outcomes. Many managers mistakenly believe that coaching requires an inauthentic demeanor; however, coaching is more about guiding employees than simply cheering them on. Employees often prefer clear guidance over ambiguity in their work. Understanding that coaching is a learnable skill is essential for effective management, and managers should focus on observed performance versus desired outcomes to bridge the gap.
"I shouldn't have to tell people how to do their jobs!" is a familiar battle cry of beleaguered managers and supervisors. After all, employees are extensively interviewed and vetted to ensure they have the skills and knowledge to do their jobs, right?
The first hurdle for these managers to overcome is accepting that their primary responsibility is to make sure the work gets done. That means things are done the right way, they're done on time, and they produce the intended results.
Many managers fear that adopting a coaching-style approach will come off as inauthentic and forced. Others worry about pushback from employees who would rather not be told how to do their jobs.
Coaching is a skill that can be learned and mastered. These four essential steps are critical for effective coaching-style management.
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