Management Channel

Management coaching creates a spirit of collaboration, allows for open communication, and builds trust and respect in the relationship. The secret to successful management coaching lies in avoiding the five most common coaching mistakes. We can reduce unnecessary conflict, turnover, and frustration during times of change if we are aware of these obstacles and commit to developing our coaching skills accordingly.

It is important, look at relationships as a business asset and competitive advantage. At times, it may seem that fighting, arguing, or screaming is faster and more effective than management coaching. Don’t be fooled. These tactics only lead to stress, fatigue, and diminished motivation for everyone. High performance, win-win partnerships, on the other hand, help the organization flourish and bring you personal satisfaction.

Mistake One – Don’t express your self

Too many people assume that the best way to build strong relationships is to keep quiet, keep your head down and eyes closed. The worst thing you can do when you have a concern or even sense a problem is to let it fester.

Recommendation: Ask, talk, and engage people in the spirit of inquiry and understanding. You don’t need to wait until you have an ironclad case.

Mistake Two – Delay

Some managers see coaching opportunities but procrastinate. They say to them, “I will make a move at the right moment when I am not so busy.” We rationalized that there will be an ideal time to talk. As a result, we do more damage as we wait for this magical moment to appear.

Recommendation: Keep people in perspective, and budget time to talk with them. Explore situations and find solutions to common problems.

Mistake three – Dominate

When some supervisors do open up dialogue, they are unable to control the floodgates. The conversation whips into a firestorm of accusations, venting, and anger, and lecture. The vast majority of managers inadvertently dominate coaching discussions by simply talking 75% of the time or more. We sometimes mistakenly feel that we have more to say, more expertise, and wisdom.

Recommendation: Plan ahead. Rehearse your thoughts in your mind. Don’t go on for more than about 30 seconds on any one point. Generally, when you spend more than 55% of the time talking, you are overstepping the boundaries.

Mistake four- Prescribe

Many of us take pride in our expertise. As supervisors, we feel that we have a lot to offer, and that we know what is best. We forget that management coaching is really supposed to help define the situation and facilitate an agreement or solution so that others can feel ownership. Once we begin selling our pre-formed ideas, our ability to brainstorm and participate diminishes.

Recommendation: Ask questions. Inquire before you advocate. Try to guide rather than dictate. Find out what the other person knows and what solutions they have in mind.

Mistake five- Denial

Too many leaders do not create two-way relationships. It is easier to see the faults and needs of others than to identify them in ourselves. This phenomena is called a “self-serving bias.” Encourage and seek out feedback from others. If you model a willingness to develop and improve, others around you will also.

Recommendation: Try to identify your contributions to the issues and concerns. Be open, up-front, and candid. Don’t get defensive if others see your own shortcomings. Thank them for their openness and willingness to speak up.