A Coaching Style of Supervision

Good coaches focus on individuals' strengths and dreams

Many studies have shown that employees choose to remain with an organization where work is interesting and challenging; people are well informed about organizational goals; management provides timely recognition for good performance; and opportunities exist for professional growth. As a supervisory strategy, coaching contributes to employee satisfaction and retention by emphasizing managerial skills such as listening, observing, and giving and receiving constructive feedback, that help to satisfy these employee priorities.

A relatively new perspective on management, coaching takes a developmental approach to supervision. In Ten Keys to Successfully Coaching Employees (2003), Mark Campbell offers practical advice to improve your coaching skills. Some of his suggestions include:

Be compassionate. As managers, we may at times be direct and blunt in our interactions with employees we supervise, perhaps reflecting our opinion that "If people can't handle the truth, they shouldn’t work here.” When we feel this way, it is important to take a “time out” before confronting an employee about his/her performance. Before you give an employee constructive feedback on his/her performance, think about the scope of the situation and the impact of the behavior at issue. Certainly, if the behavior created a public relations problem for your department, your feedback must be direct and clear so that the employee understands how his/her actions affected others. However, if it is a simple conflict of personality, consider whether feedback is necessary. Your goal as coach is to focus on growth, not punishment.

Establish clear performance expectations. To motivate employees to contribute fully to your unit’s goals and objectives, you need to develop and communicate performance standards and expectations. One of a manager’s primary responsibilities is communicating the university’s and department’s vision, mission and goals to employees. Without this foundation, productivity decreases and organizational tension is elevated. As a manager, you need to make the connection between the university’s overall goals and the goals of each individual employee’s position.
Resource: Setting and Communicating Performance Standards

Focus on individuals. Each individual has a preferred way of working, learning, and communicating with others. Employees learn in very different ways, some through hands-on practice, others through reading procedure manuals or self-study, still others by problem-solving with colleagues. Level of experience is another important consideration. Less experienced people naturally require more attention than their senior colleagues. As a manager, you must be sensitive to differences in experience and learning style, which dictate different approaches to recognition and development. What constitutes a successful recognition approach for Employee A may be very different for Employee B. As coach, adjust your message and approach to fit the individual.
Resource: Understanding Your Leadership Style

Invest in improved productivity. When employees ask questions, do you often give a short answer and send them on their way? How often have you said, “I don’t have time to show (him/her) how to do this. It’s quicker to do it myself!”? Sound familiar? Granted, there are times when a quick answer is all someone needs; however, at other times more effort is required. If we use the quickest approach for all situations, we may be limiting the knowledge base of our employees. In theory, you know how to provide excellent service to those using your department’s programs and services, but quality service begins at home, within your department as an outcome of good coaching. Take the time to answer, teach, and dialogue with your employees. Consider it an investment in productivity.

Ask the right questions. Coaching involves asking questions to FOCUS the conversation. Focus on information needed in order to give appropriate feedback. Use Open-end questions to expand the discussion. Use Close end question to get specifics. Restate information to ensure that you Understand what you are hearing. Finally, Summarize, stating what you will do next. The intention is to help the employee learn a problem-solving process. Asking questions, is an integral part of coaching.
Resource: Effective Communication Techniques

Provide consistent feedback in a variety of ways. At Rutgers, supervisors are held accountable for both task accomplishment and directing the work of others. To keep everyone current about department/unit accomplishments, goals, and issues, maintain ongoing communication through regularly scheduled meetings, either one-on-one or as a staff. These meetings should focus on employee contributions towards achieving department/unit goals. Follow up in writing to provide clarity for the employee. These

Be prepared to say goodbye. Effective coaches take an interest in their employees’ careers and work to help them advance--even when it means losing a Superstar in the process. The consequences of not addressing career issues can be lower productivity and higher turnover. Ask people about their aspirations. Asking the question, “What are your career plans?” demonstrates your commitment to the employee and creates a motivational environment for your staff as well. To the degree possible, assign employees work that fits with their career plan.
Resource: Empowering Others; learn how being intentional in the type of work you delegate can create an opportunity for employee growth.

Managers who pay attention to the human dimension of the organization ultimately lead organizations that are effective, productive, and successful. Coaching may not appear to be a comfortable or intuitive approach to supervision, but it is a critical factor in your success as a supervisor, manager, and employee at Rutgers. You will not only reap the rewards of a well-trained, well-informed, motivated staff; you will also earn respect and recognition for leadership of a successful organization.

Resource:
Campbell, M. (2003) Ten Keys for Successfully Coaching Employees, Society for Professional Consultants, http://www.spconsultants.org/articles/mcampbell.htm

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Last Updated: 02/27/2007