Managers often assume a directive role, though they know the wisdom of their team is greater than their personal wisdom, they still act in a way that “tells” their team what to do. In a position of power invariably managers take the advisory role when it comes to people’s problems. As the employees don’t get the opportunity to solve their own problems, their development is stunted. Employees that don’t develop become dependent and never realize their full potential.
When Managers take on the role of coaches, employees learn and develop, their performance is improved driving employee engagement and job satisfaction. For organizational success, managers have to be effective coaches, need to be curious & considerate, while helping their teams co-create their future. This shift from being a manager to a coach initially feels unnatural and awkward but pays rich dividends. Coaching requires deliberate practice to get good at it, but this one skill, which is an investment in people has a higher return than just about any other management skill. When Managers act as coaches the ripple effect is felt throughout the organization, for as a coach they instill confidence in individual team members. As a leader the manager also leads self and others to success and achievement.