If you’ve read any business articles
in the last few years, you’ve probably come across articles that describe the
manager as a coach. If you’re a manager, you may find that idea a little strange.
For most of us, business isn’t a sport—it’s a way to make a living.
But if you look a little more
closely at the metaphor, it really does make sense, as Entrepreneur Magazine notes, “A manager shows someone how
to do something, such as the day-to-day tasks for his job and a coach goes a
step further to help an individual realize his full potential and maximize
positive outcomes.” If you are a manager, then you are a coach.
How to Be Both a Manager and a Coach?
The
idea of a manager as a coach suggests that you’re grooming your team members to
play a game. And business, after all, is business. You may feel a disconnect between managing and coaching. But sports and business aren’t
as different as they may first seem.
Imagine yourself as a coach for an
adult league sports team. You’ve been playing your sport since you were a kid,
and you’re exceptionally good at it. You know all about the league,
because you’ve been playing in them for years. Is there an away game? You know exactly where you’re headed and what
to expect when you get there. Are you playing a rival team next week? You already know their strengths and
weaknesses—and you have a solid strategy for winning.
But who’s on your team? Your players may not have played your sport
for years, or they may even be brand new to it. They may have heard or read
about adult leagues, but never gotten involved. They may not know how to read
other teams’ strengths or weaknesses, or have a clue what it means to play on
someone else’s field. All they know is—they’re on a team, they’re playing a
particular sport, and they want to win.
In order to effectively lead your
team, you’ll need to direct your players. But you’ll also need to encourage
them, motivate them, support them…coach
them.
In order to effectively lead your business team, you need to do many of
the same things as a sport coach, but in a different context. As a business coach you have a number
of critical jobs—and quite a few strategic tools for doing
those jobs as effectively as
possible. It's important to know these tools well. Following are
seven tactical tools to master that will improve your business coaching
effectiveness.
1. Know Your Players
What does each player bring to the game? Where are their strengths? What are their challenges? What motivates them—and what undermines
their confidence? Are they reliable
under stress, or are they at their best when things are calm and under control?
Tools
There are a wide range of tools available for getting to know your team
players. These range from common sense to formal testing—and may include both.
On the common sense end, you know that a recent college graduate is unlikely to
have extensive experience in your particular industry, and thus one of her
challenges may be a lack of industry-specific knowledge.
Formal personality
testing may also reveal that the same team member is likely to be impulsive, is
motivated by public recognition, and may find it difficult to work well with
slow, methodical individuals.
2. Have Objectives and Goals
In sports, of course, your goal is
to win each game. But knowing that you are unlikely to win every game, you need
smaller objectives that your team can reach with a moderate amount of effort. Perhaps
you want to reach a certain score, or successfully complete a particular
strategy. Even if you don’t win the game, you can still point to successes that
build confidence and team spirit.
Tools
“Having objectives and goals” is
another way of saying “you need a strategy.” And strategic planning is a time-honored procedure for which there are
many existing tools.
Depending upon your industry and your team’s role within
your company, you may want to access tools for setting incremental sales goals,
project milestones, financial objectives, or other benchmarks that allow your
team members to see and celebrate success.
3. Create the Right Environment for Success
If your team is practicing on a field filled with potholes and weeds, and the other teams are practicing on
groomed turf, you have a problem. Your team needs the tools and resources to
succeed—and that might mean training, software, marketing materials, samples,
or strategies.
Tools
You know what your team members need
to succeed, because you know your business and you know your competition. Sometimes
you can provide those tools within your own department, but just as often you’ll
need to work with other managers and departments to ensure that you have what
you need.
You may need to build a case for new computers, software,
publications, samples, or other tools—and that means getting input from your team members to build that case.
4. Provide Feedback
If you’ve ever been coached, you
know that feedback is
absolutely critical to improvement. What did you do well? What did you
do poorly? How can you improve performance? Of course, giving and
getting feedback is an
art in itself.
Tools
According to Inc.com, “The actual goal of feedback—even negative feedback—is
to improve the behavior of the other person to bring out the best in your
entire organization.”
You probably already know this, but are not
sure how best to provide negative feedback that is also constructive. In short, the rules are simple:
Give feedback immediately
and in small quantities.
Listen actively to hear your employee’s responses.
Suggest clear steps for improvement.
Implement a process for tracking and
supporting positive change.
5. Respond to Feedback
No coach is perfect, and there are times when you’ll
need to hear and respond to your team members when they tell you something isn’t
working well. Often, team members not only tell you what the problem is, but they also provide
workable ideas for a solution.
Tools
Flexibility, perspective, an open
mind, and a strong sense of your own value are all important tools for hearing
and responding positively to employee feedback. Often, feedback is extremely
helpful as it is an opportunity to understand how your ideas are working out in
the trenches—where your employees spend their working days.
Sometimes, of
course, feedback can be negative, and that’s where perspective is most critical.
If you can listen, see things from your employee’s point of view, and respond
without anger, you’re way ahead of the game.
6. Manage Conflicts Among Your Players
As you know from playing on any kind
of team, team members don’t always get along. Not only do some team players
tend to bully others, but some team members tend to hang back and allow others
to do the work. It will be up to you to see interpersonal issues, understand
them, and develop procedures for mending relationships and avoiding future
problems.
Tools
The Houston Chronicle outlines several well-established methods of managing conflict; each of these has
its place, depending upon the circumstances of the conflict. They include:
Accommodating. In
some cases, the most effective course of action is to give the
difficult employee what he or she wants. For example, an employee who
complains about a loud co-worker can simply be moved to a different
location.
Collaborating. Rather than choosing a right
or wrong, you ask people who are in conflict to work together, bringing
all of their strengths to the table.
Avoiding. From time to time, issues arise that will resolve themselves without any intervention at all. When that's the case—because the issue is time limited, the employee will be transferred, or some other resolution is on the horizon—the best choice might be to sit tight and wait it out.
Compromising. Can
you resolve the conflict by giving each individual part of what they
want? For example, it might be possible to give equal access to an in
demand resource to two employees at different times.
Competing. Whose
idea is really the best? To find out, some managers ask the individuals
in conflict to research and present their ideas so that they can select
the option that's most likely to be successful.
7. Motivate and Support Your Team
In sports, locker room talks and
cheerleaders help team members to stay upbeat and excited about their game. In
business, you’re the team’s chief motivational speechmaker and cheerleader—the person who cheers when a team member succeeds, keeps the team moving
forward, and applauds even a partial success.
You’re also the person who
represents the team to higher management when they are getting less than their
fair share of resources or compensation.
Advertisement
Tools
There’s a difference between false
optimism and real, enthusiastic support. According to Entrepreneur Magazine,
"Positive feedback strengthens performance. People will naturally go
the extra mile when they feel recognized and appreciated." In your role
as motivator and booster,
you have a number of tools at your disposal to leverage giving positive
feedback. Many are simple:
Start team
meetings with congratulations to individual team members who have achieved
specific goals.
Be sure team achievements are recognized in corporate
newsletters.
Celebrate milestones with special recognitions that can range from
lunch for the gang to trophies, plaques, and badges.
Meanwhile, be sure you are
aware of and responding to any issues that arise for your team, such as an unfair
bonus systems, lack of resources, or unrealistic expectations coming from upper
management or other departments.
Putting Your Coaching Tools Together
If this list of “need to’s” seems
awfully long, it is! You are the coach of a team, and your team depends
on you. Many of the tools you'll be using, though, may already be second
nature to you.
If you've coached a real team—or been coached as a team member—you've
probably already given and gotten well-crafted feedback. You may have
resolved conflicts among team members. You may even have crafted or
followed a team strategy, or motivated a team with the promise of
exciting rewards.
As you take some of your existing skills
into the realm of business management, you can
also draw on the experience and advice of others who have gone before
you and
perfected some of the tools you’ll be using. Whether you have a business
mentor or you're exploring other resources, it's good to know that
you’re not in it all by yourself: many people have paved the road you’re
walking.
Unknown
Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation.
Medical Disclaimer
The information on this site is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. All content, including text, graphics, images and information, contained on or available through this web site is for general information purposes only. Krobknea makes no representation and assumes no responsibility for the accuracy of information contained on or available through this web site, and such information is subject to change without notice. You are encouraged to confirm any information obtained from or through this web site with other sources, and review all information regarding any medical condition or treatment with your physician. NEVER DISREGARD PROFESSIONAL MEDICAL ADVICE OR DELAY SEEKING MEDICAL TREATMENT BECAUSE OF SOMETHING YOU HAVE READ ON OR ACCESSED THROUGH THIS WEB SITE.