I’ve been thinking about why more managers don’t use coaching skills to grow their people. While most have had coach training, I’ve observed that coaching conversations are the exception not the rule.
After coach training, once back in the office, managers revert to instructions, advice-giving, and explaining instead of asking questions to encourage people to think things through. Many managers are great problem-fixers instead of coaches.
Despite good intentions, the manager-fixer creates numerous problems:
- Quick fixes don’t teach people to think for themselves. When managers explain what needs to be done, some learning may occur, but it isn’t necessarily retained. Employee engagement is minimal.
- When work is challenging, employees will look to their managers for a quick and easy fix. They’re denied any sense of ownership or autonomy. When people aren’t fully engaged or empowered, their job satisfaction significantly decreases.
- This leads to a third problem: Managers who fix problems encourage dependency, thereby creating additional work for themselves. Being the hero who comes to the rescue may boost your ego, but you’ll become increasingly overwhelmed with work and ultimately create a bottleneck.
Strangely, at most companies, coaching isn’t part of what managers are formally expected to do. Even though research makes it clear that employees and job candidates alike value learning and career development above most other aspects of a job, many managers don’t see it as an important part of their role.
~ Monique Valcour, “You Can’t Be a Great Manager If You’re Not a Good Coach” (Harvard Business Review, July 2014)
Many managers believe they lack the necessary time for coaching conversations. Yet, 70% of employee learning and development happens on the job, not through formal training. If line managers are unsupportive or uninvolved, employee growth, engagement and retention are stunted.