Don’t Just Manage — Coach!
By JC Heinen on June 21, 2012
When do you manage your team, when do you coach them? It’s important to know the difference and to be astute enough to know what’s needed, when and for whom. In her Forbes article, “Know When to Manage and When to Coach,” Holly Green offers the following definitions: “Managing is all about telling, directing, authority, immediate needs, and a specific outcome. Coaching involves exploring, facilitating, partnership, long-term improvement, and many possible outcomes.” However, Green asserts that most employees “will need a combination of styles depending on the complexity of the task assigned, their experience with the task, and the competency levels required to complete it with excellence.”
Do you spend more time directing or coaching? What impact is your leadership style having at the team and/or individual level? There is a lot at stake. Without coaching, the leader will find it difficult to sustain long-term success with no one prepared to assume responsibility for more complex roles.
High performing employees respond much more positively to less “command and control” management, eager to take on more responsibility, make decisions and contribute in more meaningful ways. Micromanaging often leads to employees who feel marginalized and underutilized, leading to dissatisfaction, lower levels of productivity and turnover.
Effective managing ensures short-term business goals are achieved. This sets the stage for coaching and mentoring so that you are helping your team develop the competencies needed for long-term organizational and individual goals.
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