Responses to a recent survey by Training magazine show that the majority of employees want to be Coached. Employees want to:

• meet with their supervisor monthly - 89%
• have frequent goal review conversations -73%
• have frequent performance review conversations - 67%
• discuss the business' goals, receive operational updates & understand their supervisor's priorities

Organizations can accelerate workforce productivity & instill Coaching in their cultures through:

• open support & modeling by the leadership team
• training to allow managers to experience practical Coaching techniques
• holding managers accountable as a piece of their performance appraisals - while rewarding Coaching through merits & promotional opportunities 

But in order to avoid potential interpersonal conflicts & be 'liked' by their direct reports some managers choose not to Coach. These managers may not realize the damage they are doing to their team, their organization & themselves by:

• creating relationships that are neither authentic nor constructive
• failing to fully utilize the potential of their direct reports while limiting their promotional opportunities
• alienating their top performers
• damaging their credibility as managers

When Coaching opportunities arise, managers hesitant to provide feedback might:

• remain approachable & non-judgmental while focusing the conversation on the employee behavior needed to support a business goal
• speak objectively using facts & observations while avoiding labels & personal attacks
• mentally reframe Coaching from something they dread to something that - when properly conducted - can advance their department & the business 

Managers of top performing teams continuously support their direct reports by assertively having conversations that address performance issues. Any manager while acting with integrity & a commitment to the business will occasionally upset some employees. But research has proven that 'A' performers prefer managers who consistently act with candor & objectivity. Displaying the emotional courage to Coach - during the occasional difficult conversation - is a part of being a manager & is well worth the effort. 

To improve their performance & achieve their potential, employees need to hear how they are performing against the expectations of their jobs. And direct feedback from their manager is the most effective way for employees to obtain this information & learn from it. 'A' performers will give their best but they need to realize that their manager recognizes their efforts & that the performance of underperformers is being addressed. Continuous improvement associated with giving & receiving feedback is a worthwhile endeavor for every manager & organization. 

Frequently in leadership workshops, I suggest to managers who are hesitant to Coach that they meet with & tell their team that they are modifying their managerial style - so beginning immediately:

• when they see their direct reports doing a good job, they are going to comment
• and when they see an employee not performing adequately, they are going to speak to them

When these managers wake up the next morning, they may question what they have done. But they are likely to live up to their public commitment. And soon Coaching will become a natural part of their managerial style.

Pete Tosh of The Focus Group can be reached at [email protected] or 478-746-6891.