Performance for Growth

I often get this question because once line managers get a grasp of what coaching is really about they see the benefits but also begin to see what they think are potential conflicts with their role as a line manager.
So what is coaching really about and why should line managers consider becoming better coaches. 
Put simply it is about helping people find their own solutions to problems or ideas for a way forward. The end result of this approach is that people gain increased awareness and self responsibility. The outcomes of these are higher performance, improved resilience against adversity, more determination to succeed. The longer term outcome is real development and life long learning. All of which most managers would agree are what they would desire from their staff.
The idea that seems to take most line managers by surprise is that when coaching, the coach does not give any solutions or guidance, even if they are an expert in the subject. Things you might hear are “How can this be right, I got where I am by being the expert and having all the right answers”?
Well that is probably true and in many situations you will still need to rely on that knowledge, but when coaching line managers must suppress that desire to help by giving the answer and become really great listeners and experts in asking powerful open questions. When managers can change their mindset and master the skills amazing changes can happen.
I have seen many managers go into practice sessions with very sceptical views and come out with significant shifts in mindset. The two most common experiences are, wow, when I was being coached it felt very productive, I have got some excellent new ideas of how to solve this problem, but my coach did not offer any suggestions, yet it felt very supportive.
When I tried to coach without giving suggestions it felt unnatural, I can see that this will take a bit of practice to get right, but I now know it is worth trying.
Apart from learning the approach and skills, the real key for managers is to create the right relationships with their people so that coaching is not only accepted but sort after. When trust and respect are present in the relationship the manager will still be able to discipline and give direction when required but also coach and develop when required, hence creating a very powerful high performance culture.

Find out more about Coaching Skills for Line Managers from Performance for Growth.

If this is not a question you have asked
yourself
then you may not be getting the best from your people.
Most leaders and managers want their people to perform at their best and achieve good results, but often get frustrated when the results don’t materialise. It’s easy to slip into the mindset that it’s their fault, there must be something wrong with them or maybe they are just not up to the job, “I’m sure I was clear about what was required”.
Well, it is possible that they lack the basic potential but are you sure that your leadership and management style is getting the best out of them, have you ever considered their performance might also be related to your performance as their leader!
If you want to engage and develop your people faster towards becoming high performing, self reliant achievers then read on. Situational Leadership® II provides leaders and managers with the skills, approach and tools to enable their direct reports to achieve their full potential in the shortest possible time. Situational leaders recognise that people are never at only one level of development but at multiple levels, each related to the task they carry out.
Situational leaders learn how to diagnose these levels accurately and how to match and flex their style to the most effective for the situation.
This is a blend of supportive behaviours and directive behaviours, when these are arrived at in partnership with the direct report the whole relationship increases to a higher level.
This may sound pretty basic, and I guess it is at concept level, most managers are able to very quickly take the concept on board and see the potential benefits, the real skill lies in diagnosing the development level, identifying what the blend of leader behaviours look like and then being able to demonstrate them when required.
Without some formal training, most managers end up thinking they are being situational leaders whereas in reality they are likely to be only paying it lip service and are not reaping the huge potential benefits to them, their staff and their business.

The Situational Leadership® II programmes supplied by Performance for Growth enable delegates to immerse themselves in the concept and spend quality time getting to grips with demonstrating the behaviours in a safe environment before they have to “do it for real”

Find out more about Situational Leadership® II from Performance for Growth.