Redefining Coaching Across Management Levels

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"Coaching is the universal language of change and learning."

This bold statement is based on both science and empirical observation. Still, despite coaching being present in the workspace for almost 40 years, managers are reluctant to either use it as a reliable personal development alternative or to sponsor the mindset and leadership growth of the key management or technical professionals of the organisations they lead. 

Furthermore, in the absence of an external sponsor,  when managers try to find solutions for their development, there is still scepticism about whether the program will bring them the relief they seek. 

Cutting across every tier in an organization, in this article I will present you a series of false judgements or beliefs I found held at each level. In working in management and with managers for over 25 years, I realised that, before initiating a coaching journey, there is a nuanced perception of the value a manager can place on coaching, varying widely according to the management level of the respective manager who looks at coaching.

This is why I put together fifteen elements on which I compare the beliefs or misconceptions of the managers at different management levels in an organisation, held about the positive impact of individual coaching over self or the organization at large. You can download the whole comparison at the button below entitled Curious about what managers say? 

Out of the fifteen compared elements, I selected five to detail further in the article, showcasing my clients' results and invalidating such misconceptions. This article is for you irrespective of whether you are:

• a senior manager who needs concrete arguments for approving the company sponsoring a coaching initiative,

• a middle manager wanting to propose senior management a coaching program initiative and needs to understand better how to manage the objections senior management might have, or

• an individual in a management role thinking about investing in yourself in a growth personal project, but still on the fence about the real value added.

Are you prepared? Let's go. 

Purpose of coaching

The purpose of coaching often gets lost in translation across management levels. Senior managers sometimes view it as a fix for underperformers, a sort of emergency measure when things go awry, rather than a tool to boost what's already working well. They might even be convinced their teams do not need any "hand-holding” because they are already “performing adequately enough”. 

Middle managers, meanwhile, might pigeonhole coaching into the personal development category, missing its value in professional growth and overlooking its benefits for experienced team members. They lean towards using it mainly for newcomers, not realizing its broader impact.

First-line managers, often younger and closer to the operational front, might dismiss coaching for high performers or see it as unnecessary micromanagement. They might also shy away from asking or seeking coaching either out of overconfidence or fear of appearing inadequate.

Enter Alex, a managing director in his early 40s, who epitomizes the transformative power of coaching. Alex is a high performer, however, he realised his results in management started to fluctuate. Alex understood there was a performance problem but he could not figure out how to move over it. Despite his achievements, Alex battled self-doubt and a reluctance to show vulnerability, fearing it would undermine his authority. Coaching helped him embrace his authentic self, shifting from a know-it-all stance to a true collaborative approach, where he acts as a conductor rather than a soloist. This change enhanced his leadership and elevated his team's performance, illustrating that coaching's real value lies in unlocking potential and fostering a culture of continuous improvement and openness.

Coaching, then, is not a mere remedial tool for underperformance, but a means to enhance and expand on success, applicable and beneficial across all levels of management. It's about creating the right mindset for leading with curiosity, embracing learning, and empowering teams to achieve more, together.

Time and resources

“Who has the time for coaching?" This question resonates across management tiers, highlighting a common scepticism about the balance between time invested and benefits gained. 

Senior managers often view coaching as a diversion from critical tasks, questioning its direct impact on the bottom line. "We're doing fine; why complicate things?" they argue, missing the opportunity to further enhance team efficiency or individual growth through coaching. Middle managers, trapped in the relentless cycle of daily responsibilities, regard coaching as an unaffordable luxury, invisible in its immediate effects but somehow crucial for long-term development. First-line managers, deeply intertwined with the day-to-day pulse of operations, feel particularly squeezed for time, seeing coaching as just another box to tick and often resist coaching when offered by their senior managers.

I met Iris, a talented first-line tech manager in her early 30s. Hired by the VP of Engineering to lead over 27 software developers, Iris misread the intention of her manager when he offered her the opportunity of coaching. She initially resisted coaching, seeing it as questioning her competence and as an unnecessary burden. Yet, through open dialogue and reassurance, Iris' perspective shifted. Coaching emerged not as a critique of her technical skills but as a catalyst for her leadership evolution. When Iris saw her results in coaching, she willingly made the necessary space for coaching in her agenda, shifting 180 degrees from her initial treatment of coaching as a nuisance.  

Embracing coaching, Iris unlocked a profound transformation, learning to master effective team management and earning widespread respect. This journey from scepticism to empowerment highlights coaching's real value: a strategic tool for enhancing managerial effectiveness and fostering a proactive, solution-oriented team culture envisioned by the Sponsor.

In essence, the benefit of coaching transcends its perceived time and resource costs, proving to be an indispensable investment in the sustainable growth of managers and their teams. It's not merely about addressing current issues, but about embedding a culture of continuous improvement and empowerment across all management levels.

Nature of Coaching Relationship

Misconceptions abound regarding the nature of coaching relationships, often leading to skewed expectations. Senior managers (who have never experienced the power of coaching), too focused on results, may mistakenly view coaching as a universal fix-it tool, rather than a collaborative path to growth. Middle managers - wary of exposing their vulnerabilities - might dismiss coaching as just more oversight, fearing the potential exposure of their perceived shortcomings. Meanwhile, first-line managers often mistake coaching for straightforward training, hoping for practical immediate fixes rather than deep development.

Consider Mike, who recently stepped into a VP role at a tech firm, transitioning from a middle management position at a larger tech company. Facing the challenges of leading a diverse, international team and engaging with the C-suite, Mike struggled with communication and becoming aware his executive presence needed an upgrade. Communication barriers, low motivation, and a tendency towards sarcasm marred his leadership and his interactions. Initially seeking coaching for quick answers, Mike soon realized the journey was about introspection and growth, not immediate solutions.

The coaching experience transformed Mike’s perspective. It became a partnership, unlocking new insights, challenging preconceptions, and building a foundation for effective leadership. Through coaching, Mike learned to articulate his vision compellingly, shifting his interactions from conflict to collaboration, boosting his morale, and finding productive ways to influence C-suite discussions.

This evolution highlights coaching's true essence: it’s not merely about solving managerial puzzles but about cultivating the right mindset for organizational and personal success. Coaching is a vital leadership component, and any manager who meets its power will be more open to fostering an environment where continuous learning, adaptability, and effective collaboration pave the way for collaboration, collective achievements and well-being.

Measurability of Coaching Outcomes

Measuring coaching's impact is a common hurdle, fueling scepticism across management levels. Senior managers, with an eye on the bottom line, may question the value of coaching without visible, immediate results. Middle managers face challenges in justifying the investment without concrete success metrics, and first-line managers, focused on daily tasks, might see coaching's long-term benefits as too elusive, especially when they do not trust themselves about bringing that change.

Radu, a project manager at a multinational firm, was initially very sceptical about demonstrating the measurable benefits of his coaching journey. While the project director - Mike's coaching sponsor - highly supported Radu's coaching journey, he challenged Radu to prove in numbers the value added by the coaching received. 

Facing intense pressure, Radu doubted initially that his contribution through coaching to his team's or his organization’s performance could be measured. However, the coaching process revealed the complexities of managing an expanding stakeholder group, prompting Radu to move beyond his comfort zone and manifest assertiveness while setting new boundaries in these new reactions, extending the number of elements he had to monitor and defining thus new performance metrics.

These “organic” adjustments led to a significant renegotiation of the project scope, achieving a 15% increase within five months of Radu's start with coaching, and a significant revenue increase for the company. This outcome solidified Radu's belief in coaching and showcased its direct impact on the project and the organization's success. By implementing these new metrics, Radu and his team contributed to optimizing the company's project management approaches and boosting the levels of morale and commitment in his project team.

Halfway through his coaching, Radu had tangible evidence of its effectiveness, turning his initial scepticism into strong support for coaching as an essential tool for organizational and personal development and faith in his ability to create a positive impact and implement change with his team. There is no doubt why the company chose to expand sponsoring by offering coaching to other 2 project managers.

Personal and Professional Related Topics in Coaching

The divide between personal and professional topics in coaching often sparks misconceptions among managers at various levels. Senior managers might assert that coaching should focus exclusively on professional development, deeming personal topics irrelevant to business outcomes. Middle managers, conversely, may hesitate to delve into personal aspects, worrying it might obscure the boundaries of professionalism. First-line managers, meanwhile, might not fully grasp how personal development can significantly influence professional performance, believing that exploring personal matters in coaching sessions or with team members falls outside any coaching scope.

Enter the story of Lucas, a committed middle manager at a financial services firm. Initially, Lucas approached coaching with enthusiasm but was wary of venturing into personal territory, fearing it would tarnish his professional reputation. Before working together, he was convinced that coaching should solely aim to boost his team's productivity and strategic prowess. Therefore, he inadvertently steered our conversations away from himself and his role within the team. Like many other managers I met, Lucas held an unclear understanding of what personal growth entails.

However, as our coaching sessions unfolded, Lucas began to open up about his struggles with time management and work-life balance, both adversely affecting his leadership style and his team's morale. Coaching helped him discover the critical connection between personal well-being and professional efficiency. Lucas learned how to set boundaries respectfully, which not only improved his time management but also enhanced his communication with his team. This led to a new level of accountability and empowerment in his relationships with team members, a shift he hadn't imagined possible before. This realization of personal growth brought tangible benefits, including heightened team performance, increased job satisfaction among his team members, and a shift towards a culture of greater initiative and accountability.

Lucas's experience challenges the misconception that personal and professional coaching topics should be kept separate. It demonstrates that integrating personal development—or mindset growth—into coaching, can significantly elevate leadership effectiveness, team dynamics, and, ultimately organizational success. Coaching thus acts as a conduit, linking personal growth to professional excellence and invites managers at all levels to adopt a more holistic approach to their development and that of their teams.

Before Ending

As we close the chapter on "Redefining Coaching Across Management Levels," it's clear that coaching is far more than a series of sessions aimed at addressing performance issues or imparting new skills only. It's a transformative journey that reshapes how we lead, collaborate, and achieve success within our organizations. 

Whether you're a senior manager weighing the merits of sponsoring a coaching program, a middle manager looking to champion such an initiative, or an individual contemplating a personal growth project, the path of coaching offers a rich landscape of opportunities for development and discovery.

The stories of Alex, Iris, Mike, Radu, and Lucas demonstrate the profound impact coaching can have, not only on individual managers but also on the fabric of the entire team and organization. By challenging the misconceptions managers have about caching, I invite you to embrace the holistic nature of this profoundly transformative process, that shifts the understanding and unlocks the potential for significant growth, both personally and professionally.

If you're intrigued by the possibilities coaching could unfold within your organization or for yourself, I invite you to reach out. Together, we can explore how coaching can address your specific needs, help you build a case for senior management approval, or embark on an initial coaching experience to witness firsthand the transformative potential it holds. Let's unlock your doors to greater leadership effectiveness, team dynamics, and organizational success.

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach

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Summary:

 

In "Redefining Coaching Across Management Levels," we delve into the common misconceptions and underestimated value of coaching within the corporate hierarchy. The article explores the nuanced perceptions of coaching among senior, middle, and first-line managers, debunking myths that have long hindered its acceptance and application. Through real-life examples, including the transformative journeys of Alex, Iris, Mike, Radu, and Lucas, we showcase how coaching goes beyond mere performance enhancement to foster personal growth, improved team dynamics, and strategic thinking. These narratives highlight coaching's role not just in remedying issues but in elevating the collective success of teams and organizations.

The article emphasizes coaching as a critical tool for leadership development, challenging the traditional divide between personal and professional growth and advocating for a more holistic approach. By examining key areas where misconceptions persist—from the purpose and measurable outcomes of coaching to its integration into daily management practices—it invites managers at all levels to reassess their views on coaching. In doing so, it positions coaching as an indispensable investment in the sustainable development of both individuals and their teams, encouraging managers to explore coaching's potential to transform their leadership style and organizational culture.