Any individual who manages others as one of their key roles.
People who manage others often find they do too much of the task
themselves. After a while these accumulating tasks completely
fill up their time and they have no time
to manage their staff, let alone motivate them.
People are often promoted to management because they are good
at their job, but it is essential that they recognise they have
a new job, which is to manage others. It is also important that they do not take
any skills-gap personally, but realise that they simply need
to learn the skill of management, which perhaps they did not require
in their original job.
Our coaches in this area will have had senior managerial roles
themselves. They will also be qualified and highly trained
Firstly, the individual manager’s issues will be identified.
These could include problems with delegating, identifying bottlenecks
and specific issues with individuals and teams. This will lead
to a clear coaching contract with specific outcomes agreed up front.
The process of coaching is excellent for managers, as it often
hinges on changing their beliefs on delegation. Some tasks require
careful monitoring, whilst others can be delegated with routine
reporting. Also, the process of developing people so that they
can take over entire functions within a department requires closer
supervision to ensure that tasks are done appropriately.
Coaching someone involves using active questioning techniques;
this is also an excellent way for a manager to teach their staff
to take over a function. Therefore, a manager not only benefits
from creating delegation strategies with their coach, but also
implicitly learns how to manage using a “coaching approach.”
Good management means getting the most out of a team of people.
Coaching provides a framework to produce more time for the
manager to manage their team, and identify and improve personal
areas that may interfere with this process.