We'll take a look at a few fundamental differences
between managing and coaching but first, let's
consider what's at stake when a performance
improvement
focus is absent in an organization.
A
recent study conducted by Leadership IQ uncovered
these reality checks:
- 87% of employees say that working with a low
performer has made them want to change jobs.
- 93% of employees say that working with a low
performer has decreased their productivity.
- Only 17% of middle managers say they feel
comfortable improving or removing low
performers.
- Only 14% of senior executives say their company
effectively manages low performers.
Clearly employees are significantly impacted by this
hands-off, watch-and-see performance culture yet
leaders feel
unequipped to do anything about it. But does the
absence of a performance improvement
strategy just affect the low or average performers?
According to the same study, 47% of top
performers
are actively looking for other jobs (submitting
resumes and going on interviews) while only 18% of
low performers are actively looking for other jobs.
So how
does a
company move from just expecting performance to
creating performance? The first step is to
understand the difference between managing and
coaching and then acknowledge which one is driving
your leadership culture.
Task
Focused vs. Talent Focused
To manage
an employee requires an understanding of their job
functions and expectations, job description
boundaries, and productivity minimums. However,
coaching-to-create-performance requires an in-depth
understanding of the person and their unique
motivation factors, talents, interests, and development
needs. One is focused on the inner workings and
needs of the job, while the other is guided by
the
inner workings and needs of the person doing
the
job.
A talent focus is based on the belief that a job is
merely what the person makes of
it. Like a race car without any gas or a great job
without the talent to match - what's the point?
Reactive vs.
Proactive
In a managing mindset,
training and development is often turned to as the
answer for dealing with less than desirable
performance.
Employees are counseled on their skill deficiencies
and warned about the consequences of not
improving. Performance development is associated
with punishment. "Since you continue to fail to meet
expectations, I'll now have to focus on doing whatever
it takes to pull you up to standards". Conversely,
coaching is a strengths-centered approach, where
training and development is a perk for low, average,
and high performers. It is designed to enhance
everyone's performance, not just fix the broken
ones.
Directive vs.
Collaborative
Contrary to common
belief,
coaching is not about having the right answers, it's
about asking the right questions. In a
managing
mentality, development is an extension of oversight
and measurement. When one fails to meet
expectation, alignment is sought through careful
explanation of how they are missing the mark and
instructions on how to remedy the situation. On the
other hand, a coach understands that in order to
create lasting change the development process must
be collaborative.
"What are some of the
challenges
you've been dealing with?" "What resources do you
need that you feel are missing?" "What are
your
goals in this area?" "How do these performance
goals
contribute to your professional growth and career
path?" "How can I be of support to you?" These are
some common questions you will hear when
coaching-to-create-performance is taking place.
Managing is manager-centered, getting
employees to
reach your goals. Coaching is employee-
centered, helping employees reach their
goals. By connecting into what's-in-it-for-them,
you
transform obligation into engagement, employee into
owner.
Where do you stand on the managing vs. coaching
distinction? How would your team rate you on these
areas? What holds you back from creating the results
you desire?
By expecting instead of
inspiring, ignoring instead of intervening, or instructing
instead of asking, organizations are losing the
keepers and keeping the losers. Today's the day
to
ask, which one are you - manager or coach?
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