Here’s something real. People actually want better coaching from their leaders, and most leaders feel unprepared to give it.
Our Bunbury CEO Round Table had a very frank conversation with an accomplished executive coach. He has walked in his client’s shoes, as a former executive in the industry he now serves. He is soft-spoken, realistic and practical, a little self-deprecating about the important work he does. And he has got evidence.
According to research from consulting firm Zenger Folkman, most people want a good deal more coaching from their manager than they get. They like being told pleasant and positive things, but they would really like suggestions for improvement, and for what they could be doing to elevate their contribution.
But how many managers feel ready to meet this need? How many have ever had training (let alone coaching) in how to help their team lift their game?
There is a strong correlation between coaching effectiveness (as assessed by the coachee) and productivity, commitment, retention, support for the team leader, speed of team problem-solving, and other desirables.
But we so often promote good people into leadership roles without giving them the tools to do that vitally important job. So they fall back on the skills and knowledge that served them so well before. And so the team has a leader who can answer all the questions except the vital ones: “How am I doing?” “How could I do better?” “How could I use this setback to improve my approach?”
Would you like to see some real ROI from leadership development? Perhaps what’s lacking is a coaching culture. Call me, and let’s explore what that could look like in your business. A coaching culture isn’t a feel-good option. It’s a productivity tool.