1. Ensure you fully understand what coaching is.

Many managers don't exactly know what coaching is and how it can benefit them, their employees and the company. It is essential that a manager knows the distinctions between coaching and training, counseling and therapy.

2. Check your beliefs about people.

If your beliefs about people are that they are there just to do a job and that given any freedom, people will not work, then think again! A good coaching manager's beliefs around people are exactly the opposite in that they believe that people are great and each person has huge potential.

3. Undergo suitable training.

Coaches are not generated as a result of a one or two day or even week long course! Coaching effectively takes time and practice. Courses that offer follow up options are most effective. Always check what the course content entails, the duration of the course and the skill levels and experience of the trainer coaches. (See RealTime Coaching™)

4. Get your own coach.

The best form of follow up to any training course is to have your own coach or arrange good peer coaches. The best coaches are also the ones who have been effectively coached themselves. Training courses alone do not produce superior coaches. Often it is helpful to have someone to assist you in bridging the gap between knowing and doing.

5. Get support from your own boss.

Some managers do not even start to coach because their boss doesn't. Some senior managers are not convinced of the benefits of coaching and if this is the case, you have to convince them that there are numerous benefits. Once they are on your side you can then start to put time aside to coach. Today many progressive organizations strive for a coaching culture.

6. Manage your team's expectations.

If you have been the traditional "do as I say" manager, and then suddenly you begin to put time aside, and to listen and question, won't that seem a bit strange to the team? Is there a hidden agenda? Be up front with them. Tell them what is going to happen and tell them the reasons why - coaching is wonderful!

7. Manage your time effectively.

Although coaching can be done in short sharp bursts, there are times when longer periods are needed to coach members of the team. This requires dedicated time, and this must be built in to the manager's schedule. Managers need to be able to put time aside for coaching and to ensure they keep that time, not let other less important tasks get in the road.

8. Know when and when not to coach.

A new manager keen to coach can sometimes try to coach a team member when that is not the intervention that is actually needed. Managers should study the use of the skill/will matrix (capability / motivation grid) to know what intervention to use at what time.

9. Get regular feedback from peers, superiors and those you are coaching.

The more quality feedback you get, the more chance you have of building your coaching skills, your credibility, and your team's results. (360 Feedback is often helpful)

10. Keep learning and developing your skills.

Don't stop learning, once you have completed your initial coaching program. Coaching is developing all the time. Keep up to date with latest developments either through your coach, or through the latest literature, coaching websites, or conferences.

About the Submitter. This piece was submitted by Allan Mackintosh, Author of The Coaching Manager -A Manager's Guide to Coaching Effectivel, Professional Management Coach, Author and Speaker, who can be reached at allan@performance-am.com.

Do you ever recall a time that you were criticized for your choice of actions or opinion on a topic ? If so, join the club with other managers/leaders. If not, perhaps it just occurred without your knowledge. The truth is, if you have to manage/lead others, you have to make tough decisions. Some years ago an engaging CEO shared his written speech with me. He wrote that every organization has 3 types of people: Leaders, who often boldly envision the future and strategy of the organization; Managers who organize resources and implement the plan; and finally Politicians who are always trying to do what's popular with others. The latter, he postulated, added very little value to the organization. The balance between not taking anyone else's counsel (ego) and an unhealthy attempt to please all, can indeed be a delicate one. To lead others effectively, one must strive to be of strong character with healthy humility. On a scale of 1-10, how are you doing with balancing the requirements of tough decisions ?

Chuck A. Reynolds is a Principal and Chief Performance Officer with Excel Group Development a Performance Solutions firm that assists organizations in enhancing management and team effectiveness. He can be reached indirectly by emailing our admin group. Insert 'ATTN Chuck' in the subject area. - www.GrowingCoaches.com

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