Written by: Tatiane Garcia, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Coaching isn't a universal fit for every manager. It's okay if it's not everyone's forte. The key is discovering the best match for each leader's distinctive strengths and abilities while respecting professionals in their respective roles.
The role of coaching has become increasingly vital in shaping organisational culture and driving success. This article explores "Corporate Cultural Coaching," emphasising the collaborative efforts of managers and coaches to achieve organisational goals beyond mere addition of coaching skills to managerial duties. It highlights the importance of aligning coaching methods with individual strengths to foster a thriving workplace. Understanding the synergy between coaching and corporate culture unveils how effective methods can sustain long-term growth. By distinguishing between managers and coaches and addressing challenges in integrating coaching initiatives within managerial responsibilities, I advocate for a personalised coaching approach as a distinct role, encouraging readers to explore opportunities for personal and professional development.
It's time to redefine our view of coaches. Coaching should be seen as a distinct role, not just a single skill. Current coaching models often emphasise training, feedback, and performance evaluations, which narrow our understanding of coaching's broader, holistic nature.
In recent years, organisations have embraced coaching to train their managers for various reasons. According to Professor Peter Hawkins in "Creating a Coaching Culture," an organisation fosters a coaching culture when "a coaching approach is integral to how leaders and staff engage and develop their people, resulting in enhanced individual, team, and organisational performance and shared value for stakeholders," as cited in Forbes Magazine.
Coaching is recognized as an effective method for enhancing leadership skills, nurturing employee development, and improving overall team performance. It provides a personalised and supportive approach to help individuals reach their full potential.
The dynamic nature of today's workplace requires managers to adapt quickly to changing circumstances and handle diverse challenges. Coaching equips managers with the skills to navigate these complexities, fostering agility and resilience within teams.
Additionally, there is a growing emphasis on keeping employees engaged and feeling positive. Coaching contributes to a positive environment in the workplace, characterised by open communication, trust, and empowerment, thereby boosting job satisfaction and promoting employee retention.
Furthermore, in the face of rapid technological advancements and globalisation, organisations need managers who can effectively guide their teams through uncertainty. Coaching helps managers develop the interpersonal and communication skills necessary for building strong, collaborative teams.
While coaching in organisations can bring about positive outcomes, there are potential risks and challenges associated with its implementation. Managers and leaders may lack the essential coaching skills (IFC & EMCC core skills), potentially resulting in ineffective coaching sessions. Successful coaching demands soft skills such as empathy, flexibility, active listening, and, above all, confidentiality. Additionally, not all coaching styles align with the organisational culture or the personalities of individuals, which can hinder the effectiveness of coaching initiatives.
The role of a People Manager involves overseeing and guiding a team of individuals within an organisation. Managers can coach individuals to achieve organisational goals, evaluate performance, ensure individuals have the necessary skills and resources to perform their assigned tasks, and meet their targets.
Managers often have busy schedules, handling various managerial tasks, meetings, and administrative duties. Coaching sessions require dedicated time and focus on the individual's needs, which might not always be feasible for managers with tight schedules.
Coaches take a more long-term perspective, focusing on the individual's development over time. They help individuals set goals, develop skills, and create strategies for long-term success. The coaching relationship is typically confidential, non-judgmental, and focused on the individual's growth and development.
While both corporate managers and coaches play crucial roles, they have distinct differences.
Let’s address some of differences:
1. Focus: Managers primarily concentrate on achieving organisational goals, overseeing tasks, and ensuring performance targets are met. They are responsible for planning, organising, and coordinating work activities, as well as making decisions and providing instructions to their team members. Coaches, on the other hand, focus on developing individuals' skills, abilities, and potential. Their primary goal is to facilitate personal and professional growth, enhance performance, and support individuals in reaching their goals.
2. Approach: Managers typically have a more directive and authoritative approach. They assign tasks, provide guidance, and evaluate performance. Their role involves setting expectations, monitoring progress, and making decisions for the team. Coaches, on the contrary, take a more facilitative and collaborative approach. They ask powerful questions, actively listen, and help individuals explore their insights and solutions. Coaches empower individuals to take ownership of their development and decision-making process.
3. Relationship: Managers wield formal authority and maintain a hierarchical dynamic with their team members. This authority grants them the power to make decisions, which can sometimes result in employees feeling compelled to hide their true emotions, ultimately affecting their performance. Coaches, on the other hand, establish a partnership based on trust and mutual respect. The coaching relationship is typically confidential, non-judgmental, and focused on the individual's growth and development.
4. Time Horizon: Managers often operate in the short to medium term, focusing on immediate results and meeting deadlines. They handle day-to-day operations and address immediate challenges. Coaches take a long-term perspective, assisting individuals in setting goals, developing skills, and creating strategies for success.
5. Skill Development: Managers focus on ensuring individuals have the necessary skills and resources to perform their assigned tasks. They provide training, feedback, and performance evaluations. Coaches, on the other hand, focus on enhancing individuals' overall capabilities and potential. They help individuals identify and develop strengths, overcome limitations, and expand their skills beyond specific job requirements.
Like professionals in any field, coaches must stay updated on industry tools and techniques.
“Not every manager may be suited or equipped for a formal coaching role.”
In closing, let's remember: coaching isn't one-size-fits-all. While these roles have differences, it's noteworthy that some managers find themselves incorporating coaching techniques without explicitly seeking an additional role within the organisation.
I trust you've found this article insightful.
In my practice, I blend coaching and mentoring with the transformative power of positive psychology to guide clients toward their unique answers. No two journeys are alike; I tailor each experience to be authentic and deeply personal. We often encounter a mix of challenges and triumphs along the way. To help you become a high-performing individual, my approach is to address your needs and guide you throughout your journey, empowering you to navigate challenges and achieve your goals at your own pace.
Let's begin shaping yours today!
Scheduling a 30-minute call is the first step in learning more about how I can support your development and meet your needs. Your information will be treated with utmost confidentiality.
Tatiane Garcia, Executive Contributor Brainz Magazine
Tatiane is a Certified Personal, Leadership, and Executive Coach with a wealth of experience spanning two continents. With over two decades of invaluable career insights in business management, she has seamlessly transitioned into a trusted Coach and Mentor. She is a visionary in personal development and the cultivation of meaningful relationships. Tatiane is unwaveringly committed to assisting individuals in broadening their perspectives, leading them to lives characterized by strength and limitless possibilities. Her journey of continuous personal growth has inspired others to embrace their unique experiences, cultivating essential soft skills and self-leadership.
