Earning the Right to Coach
By Dede Henley, CEO of The Dede Henley Group.
This idea of managers becoming coaches is certainly being talked about, taught about and experimented with a lot these days. In general, I love the idea. The skills of a good coach include active listening, providing constructive feedback, and collaborative problem-solving. And doesn’t all of that sound good?
I love what my friend Gregg Thompson, CEO of BluePoint Leadership wrote about what it takes to earn the right to coach: “First and foremost managers can be trusted. They are solid. Today, the over-used term authenticity describes this managerial trait. These truly are authentic managers, managers who are clear about their personal values and act on them every day.
Second, they have high levels of self-esteem (not to be confused with egoism). These managers are aware of their own strengths and can focus on the challenges of others without having to work on their own insecurities. In The Six Pillars of Self-Esteem Nathaniel Branden wrote, "Healthy self-esteem correlates with rationality...intuitiveness, creativity, flexibility...benevolence and cooperation."
Lastly, they have noble intentions. There are many reasons why managers want to coach. They may want to have personal influence, be seen as competent, make a contribution, be liked and respected, leave a legacy or simply be in service to others. Whatever their motives, the managers who successfully coach make it very obvious that their primary intention is to help and would subordinate their own needs to do so.”
If you are authentic, have a healthy sense of self-esteem and noble intentions, then you have earned the right to coach.
I appreciate what you are saying, and have my Certification as a Master Life Coach. My areas of Expertise are Career and Business Coaching with an emphasis on Construction. I went this route after approximately 30 years in the Construction Industry. I love your idea of managers being coaches, however, I see some dilemmas. People might get promoted into management, who did well in the job they were doing. It doesn't necessarily make them good managers, nor does it mean they will be totally trustworthy for their employees. AND when they are on the payroll of the company, their could be some conflicts. Being coached does require a skill, just as management does. AND the need for authenticity and being respectful as well as holding confidentiality are essential for a coach to do their job, and the coachee to feel secure to say what they must. When I was first starting my career, I thought that Human Resources persons were their for me and my co-workers, but it is important to remember they are their to protect the company. So, while some managers might benefit from using some coaching skills, being coaches in the true sense of the word could pose a conflict for both.
