Through the years, I’ve met with many new managers. They have told me about problems they’ve encountered as coaches. Let me share with you their problems and, more important, suggestions about how you can address them.
For one, managers tell me that they don’t undertake a needs assessment to identify skill shortcomings. They let it slide as they get their new recruit to work. Consequently, problems arise in the new hire’s job performance. The solution is relatively simple: as a part of the orientation session, conduct a training needs assessment, follow through on skill-building exercises, and make sure that new hires understand the organization’s mission and what it takes to succeed.
Another mistake is to make promises to workers—either during their orientation session or subsequent coaching meeting. One new manager made the mistake of saying, “If you take on this assignment, I know you will be qualified for a promotion. I’ll certainly work to get you a big raise.” Needless to say, the employee worked day and night to complete the extra task. But when it came time for that promotion or raise, none was forthcoming. The disappointment put a huge wedge in the relationship between the manager and his worker. “It took me a long time,” the manager told me, “to regain my credibility with him.”
Promotions and raises aren’t the only promises that managers make but don’t keep. Some managers offer help and do not deliver it. The only advice here is: do what you say you will do, or don’t offer. If you promise to arrange for training, intervene with another manager, remove roadblocks to good work, or what have you, then you need to do just that.
I’m seen some tough managers do a good job of coaching. They are honest and open in communications and consequently earn their workers’ trust. Part of their secret is that they truly believe that their workers are capable of what they are asking of them. Some managers forget that one of the purposes of coaching is to demonstrate to employees their belief in their capabilities. A good coach avoids never or always to suggest that the employee never does such and such correctly or, along the same lines, always does such and such wrong. Further, the manager doesn’t blame employees for 100 percent of the problem, but instead considers the possibility of personal involvement in the problem and is ready to work to change the situation.