In this episode, John Millar talks about a subject that is close to his heart: Coaching. So when you hear the word “coaching” what comes to mind? You may see this and treat this as a separate task, as a side dish in a menu of business responsibilities, but it’s actually an integral part of management.
Most managers find it hard to reduce their dependence on control. This field of work asserts that each job can be broken up into smallest constituent parts by experts who can figure out the one best way to do the job. A job that’s broken down becomes a set of independent tasks. This leads to negative results, such as:
- Focusing on tasks and activities without focusing on results, thus affecting the real mission
- Managers become busy planning, organizing, controlling and directing while the worker is stuck with all the doing
- People lose concern with the relationship between their tasks and the people doing other tasks
- Employees are expected to do tasks and just simply comply with the management direction
- Employees don’t feel ownership for the
- The quality of work, attention to workmanship and customer service suffer significantly
EIGHT SKILL AREAS IN COACHING
Through ongoing research and observation, we found out the following coaching skills needed to manage any business relationship:
- Defining topics and needs
- Having an impact on the other person’s perspective
- Initiating a plan
- Getting commitment
- Redirecting excuses or resistance
- Follow up
- Building Relationships
Indeed your effectiveness as a manager is dependent upon how well you coach and lead your team consistently with these basic principles. It stresses the interrelationship between tasks and among the people involved in the process. Managing relationships then become the main dish, not just the side dish occasionally used to correct individual performance.
QUICK LINKS FROM THE EPISODE
The CEO On Demand website: www.ceo-ondemand.com.au
More Profit Less Time website: www.moreprofitlesstime.com
THANKS FOR LISTENING!
Until next time!
TRANSCRIPT: PODCAST EPISODE 5
Title: Coaching Is the Heart of Management
Date Published: August 17, 2015
Running Time: 9:50 minutes
Hi this is John Millar and I’m the Naked Business Coach, Stripping Business Back to its Bare Basics.
Tonight, I’m going to touch a subject that’s really close to my heart and it’s coaching. Coaching is the Heart of Good Management.
So when you hear the word “coaching” what comes to mind? You may see this and treat this as a separate task, as a side dish in a menu of business responsibilities. You’ll lose a lot of leverage and influence if you view coaching in the narrow context of correcting deficiencies and performance.
I’ve used it, coaching is an integral part of management. It’s an indispensable tool and fundamental way of relating to team members. Managers resist in the coaching while they view it as an extra job in their busy day. However, when they see that the skills of coaching can improve their interactions throughout the day, then the enhancement of these skills generate a great deal of interest and excitement.
Many leaders find that coaching can improve business results, greater leadership satisfaction, and better time management, and greater levels of performance from others. When you’re looking at the task-view of work, the narrow thought of coaching stems from the body of thought suggests that managers should be detached, analytical and control people’s performance in mechanistic instrumental ways.
From the days of Tailor’s scientific management, who would have thought that performance can be maximized by focusing on the task. As a result, managers develop a love affair with control and became control freaks. Or some people call themselves “Management Enthusiasts”. Most managers under these ideas find it hard to reduce their dependence on control. As a choice, most find it hard to reduce their dependence on control as the tool of choice to maximize task performance. This field of work is said that each job can be broken up to smallest constituent parts by experts who can figure out the one best way to do the job. A job that’s broken down becomes a set of independent tasks. The negative result of this traditional task approach to work on many.
- One is a perception of job focuses on doing these tasks and activities without focusing on results affecting this and the real mission.
- Another reason, managers become busy planning, organizing, controlling and directing while the worker is stuck with all the doing.
- People actually doing a task are not too concerned with their relationship between their tasks and relationship among people doing other tasks. Quite often we find employees are expected to do tasks and just simply comply with the management direction.
- The employees don’t feel ownership for the job. Their motivation and contributions are significantly limited. We almost always find the quality of work and attention to quality workmanship and customer service suffer significantly and managers end up with the responsibility, knowledge of the task and the burden of motivating employees and directing or controlling work efforts.
When you take it and look at it a process-fueled work, a global competitiveness is related to the way that we view work. The big picture of work integrates multiple tasks and stresses quality processes that lead to results. The broad perspective they used the notion that people and relationship do make a difference.
The quality improvement process of Deming, Duron, Cosby and others have in common name more advanced view of work. These quality improvement approaches emphasize workers are process. The process orientation expands our view of work to include the interrelationships of tasks as a part of the process to produce something. Continuous improvement is not simple doing more, but improving the way that you do it. Coaching and managing these relationships then becomes the core of continuous improvement in the technical and people side of any business. Coaching is the process of continuous improvement in the human element of work.
So let’s look at 8 different skill areas. For now, ongoing research and observation of many years, we found out that the following 8 coaching skills are needed to manage any business relationship.
- The first is supporting. The core of coaching is to sustain encouragement and accepting some responsibility when things don’t go well.
- Defining topics and needs. Now, these skills focus on our retention on a specific issue, gathering information, getting feedback and clarifying roles to each person
- Having an impact on the other person’s perspective. The purpose here is to give the employees or customers a way to see how their actions are perceived by others and are more likely to change themselves.
- Initiating a plan. This skill involves reaching agreement on what the next action will be. Who will do what, when and where in a manageable way.
- Getting commitment. This is the ability to solidify a personal commitment to the new plans. The purpose is to develop integrity over time by committing to those plans that people believe in and will achieve. This is our verbal signature.
- Redirecting excuses or resistance is key and these set of skills include willingness to listen to other points of view so that excuses can be confronted and legitimate obstacles can be examined and you will turn those and include in a revised plan. By clarifying the full range of possible consequences, the purpose is then to help the employees, supplier, or anybody else that you’re in contact with be clear with the possible results to future actions to which they are committed. Performance is far more predictable when people’s expectations match realistic outcomes.
- The next, follow up. The purpose is to consistently monitor the results the people are achieving. Recognize successful efforts and redirect struggling efforts. When you’re managing or coaching your staff you need to show your commitment to the relationship and to the plans being undertaken by not giving up. Examine your job as a manager. Consider the things that you do in a typical business day.
- Notice how much your job involves relationships with customers, suppliers, your management and your employees. Since any part of your job is doing a task independent of your relationship with others, most if not all of your job success depends on how well you manage your relationships, how well you employ these primary coaching skills.
Indeed your effectiveness as a manager is dependent upon how well you coach and lead your team consistent with these basic principles. Coaching is the ability to maintain and manage a relationship in a way that mutual goals can be received.
Today, the integration of technical and business aspects with a human element is critical for long-term success. This involves moving beyond the old task view of work towards a process view of work. This expanded view of work stresses the interrelationship between tasks and among the people involved in the process. Managing relationships then become the main dish, not just the side dish occasionally used to correct individual performance.
When coaching is viewed as the heart of both the job and the relationships between their people, managing begins to look very different. When applied in a broad consistent framework, people will see a powerful and effective pattern in all business discussions.
The primary skills of effective coaching can then be applied to multiple relationships and interactions on the job. Relationships with the customers and suppliers and with your own Boston high management, or with your peers and in your relationship with all the people you supervise regardless of their performance level.
This is John Millar and I’m The Naked Business Coach, stripping business back to its bare basics. I hope you enjoyed that and thought about coaching. It’s the heart of management within your organization. I look forward to sharing more with you in our next broadcast. Keep an eye out and until next time. See you then.