Coaching: The Heart of Management

By Steven J. Stowell, Ph.D. and William Stone

hen you hear the word Coaching, what comes to mind? You may see and treat it as a separate task, as a side dish on the menu of business responsibilities. You will lose a lot of leverage and influence if you view coaching in the narrow context of correcting deficiencies in performance.

Coaching: The Heart of Management

Our view is that coaching is an integral part of managementan indispensable tool and fundamental way of relating to team members. Managers resist the coaching role when they view it as an extra job in the busy day. However, when they see that the skills of coaching can improve their interactions throughout the day, then the enhancement of these skills generates a great deal of interest and excitement. Many leaders find that coaching can improve business results, lead to greater leadership satisfaction, and better time management and greater levels of performance from others.

the workers are stuck with all the doing. People actually doing a task are not too concerned with the relationships between tasks or relationships among the people doing these tasks. Employees are expected to do the tasks and comply with management direction. Employees do not feel ownership for the jobtheir motivation and contribution are limited. The quality of work and attention to quality, workmanship, and customer satisfaction suffer.

The Task View of Work

The narrow view of coaching stems from a body of thought that suggests managers should Managers end up with the responsibilbe detached, analytical, and control peoples ity, knowledge of the tasks, and the performance in mechanistic and burden of motivating employees instrumental ways. From the The broad per- and directing (controlling) work days of Taylors Scientific Manefforts. spective values agement, we were taught that the notion that performance can be maximized by focusing on the task. As a repeople and result, managers developed a love lationships do Our global competitiveness is affair with control. Most find it related to the way we view work. hard to reduce their dependence make a The big picture of work inteon control as the tool of choice grates multiple tasks and stresses difference. to maximize task performance. quality processes that lead to results. The broad perspective values the notion This view of work asserts that each job can be that people and relationships do make a differbroken into the smallest constituent parts by ence. experts who can figure out the one best way to

The Process View of Work

do the job. A job is broken down to become a set of independent tasks.

The negative results of this traditional task approach to work are many, but include: Our perception of job focuses on doing these tasks and activities without focusing on results, effectiveness, and the real mission. Managers became busy planning, organizing, controlling and directing while

The quality improvement efforts of Deming, Juran, Crosby and others have in common a more advanced view of work. These quality improvement approaches emphasize work as a process. The process orientation expands our view of work to include the interrelationships of tasks as part of a process to produce something. Continuous improvement is not simply doing more, but improving the way you do it. Coaching and managing these relationships then becomes the core of continuous improvement in the technical and people side of any

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Coaching: The Heart of Management

business. Coaching is the process of continuous improvement in the human element of work.

Eight Skill Areas

From CMOEs ongoing research and observation over the past thirty years, we find that the following eight coaching skills are needed to manage any business relationship. 1. Supporting: The core of coaching is to sustain and enhance relationships. Supporting behaviors include inviting and using the suggestions of others, offering encouragement, and accepting some responsibility when things do not go well. 2. Defining topics and needs: These skills focus our attention on a specific issue, gathering information, giving feedback, and clarify the roles of each person.

7. Clarifying the full range of possible consequences: The purpose is to help the employee, supplier, etc. be clear on the possible results of the future actions to which they have committed. Performance is more predictable when peoples expectations match realistic outcomes. 8. Follow up: The purpose is to consistently monitor the results that people are achieving, recognize successful efforts, and redirect struggling efforts. The coach needs to show his/her own commitment to the relationship and to the plans being undertaken by not giving up.

Examine your job as a manager. Consider the things you do in a typical business day. Notice how much of your job involves relation3. Having impact on the other persons ships with customers, suppliers, your manageperspective: The purpose here is to help ment, and your employees. Since only a small the employee, customer, etc. see how part of your job is doing a task independent their actions are perceived by others so of your relationship with others, mostif not they are more likely to change themallof your job success depends on how well selves. you manage your relationshipshow well you employ these primary coaching skills. Indeed, 4. Initiating a plan: These skills involve your effectiveness as a manager is dependent reaching agreement on what the next action will be. Who will do what, when, on how well you coach, consistent with these basic principles. and where in a manageable way. 5. 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 the verbal signature. 6. Redirecting excuses or resistance: This set of skills includes the willingness to listen to the other points-of-view so excuses can be confronted, legitimate obstacles can be examined, and new alternatives included in a revised plan. Coaching is the ability to manage a relationship in a way that mutual goals can be achieved. Today, the integration of technical and business aspects with the human element is critical for long-term success. This involves moving beyond the old task view of work toward 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, becomes the main dish, not just a side dish occasionally used to correct individual performance. When coaching is viewed as the heart of both the job and the relationship with our people, managing begins to look different. When ap3

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Coaching: The Heart of Management

plied 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 jobrelationships with customers and suppliers, with ones boss, higher management, with your peers, and in relationships with all the people you supervise regardless of their position or performance level.

Steven J. Stowell, Ph.D., is the founder of the Center for Management and Organization Effectiveness, a firm that specializes in leadership, employee, team, and strategy development initiatives. William Stone works for Chevron Corporation.

About CMOE

The Center for Management and Organization Effectiveness (CMOE) was founded in 1978 with the vision and mission to help organizations improve their leadership and team member skills through training, consulting, and research services. Over the years, CMOE has developed highly effective, skill-based training programs, workshops, materials, and high-impact experiences that address the specific learning and development needs of individuals and organizations. Our content is designed around timely, applicable research that has practical, easily transferable relevance in the workplace. CMOE also continues to develop customized courses for our clients that make an impact on the leaders and team members of today and tomorrow. In addition, CMOE has certified facilitators located in all regions of the world, making us one of the most flexible service providers in our industry.

Sample Workshops
Coaching Skills Coaching TIPS2 Applied Strategic Thinking Exploring Teamwork Qualities of Leadership Strategic Leadership Virtual Leadership Mini-MBA Facilitation Skills Transition into Leadership Advanced Management and Leadership Custom Workshops and Curriculum

For a complete list of topics, for both stand alone and customized workshops, visit www.CMOE.com.

Delivery Methods
Classroom workshops Blended learning Individual coaching and mentoring Sustainability services Train-the-Trainer services Webinars (Live or on-demand ) Webcasts (Live or on-demand) Offsite Retreats

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Coaching: The Heart of Management

Publications

These titles may be purchased through CMOE at www.CMOE.com or Amazon.com.

A Short List of Our Clients

Cargill Ernst & Young ESPN Gulfstream Aerospace JBS/Pilgrims Pride Kellogs McCormick McKesson Pfizer Saudi Aramco T-Mobile US Department of Defense WelchAllyn Johnson Controls, Inc. Supervalu

Why CMOE?

Committed design and facilitation teams with experience in different topics, industries, and countries. Unparalleled professionalism and customer service. Cost-effective solutions with measurable business results and ROI. Research-based organization with practical and transferable solutions. Processes for sustaining changes and client partnership over the long term.

Contact: 9146 South 700 East Sandy, UT 84070 + 1 801-569-3444 www.CMOE.com

2012 CMOE Press