Are You Ready: A Manager’s Path to Embracing Coaching

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With just 65 days left in 2024, now is the moment to consider what comes next in your professional life. Many managers feel a longing for growth, impact, or a renewed sense of purpose. But since at least a part of what happens in their life is built on the financial stability offered by their job, they are not motivated to rock the boat of their perceived security with any exploration in this respect.

Even for those who are open to taking such an exploration, the gap between this feeling they need to do something and a clear direction can be either overwhelming or shrouded in fog, making the next step unclear or uncertain.

At this point, irrespective of your point in life, the wind of change already started to blow. But often people part very slowly with the known and the familiar and for a good while, the buzz of searching for something new will be felt in parallel with the call for not rocking the boat. Only to create even more inner conflict and dissatisfaction with ourselves, because a transition process is already occurring before we become aware of it.

In Newsletter #64, we explored the constance of transitions in our lives and we looked at two models that describe what is happening during the respective period. We have seen that change doesn’t always follow a smooth path, but it presents an opportunity for deep resilience. Following this, Newsletter #65 highlighted common pitfalls that hinder managers during transitions. We looked at the underlying reasons why these challenges can overwhelm even the most prepared leaders. Both articles reveal that the key to surviving and thriving through transitions is not about shortcuts but about adopting new perspectives and adaptive strategies.

For many managers, the instinct is to seek quick, external fixes. This makes sense—often, a manager’s credibility is tied to their ability to produce immediate results, often by seizing “low-hanging fruit” within the organization. These are the quick wins and obvious opportunities where rapid action can create a visible impact, boosting their performance reputation in the short term.

In this environment, achieving results becomes the primary focus. Those who align with the goals are seen as allies, while those with different views are often viewed as obstacles to overcome. As a result, many well-intentioned managers start by looking for ways to fix others or adjust their surroundings, rarely considering how their approaches, behaviours, or practices might offer the greatest opportunities for growth and enhanced performance.

True personal growth is beyond being a temporary fix. However, it requires an honest look at oneself within your transition and the willingness to explore personal changes that can drive long-term success.

Deciding to pursue coaching is an internal journey—one built on self-awareness, readiness, and the courage to pursue genuine transformation. In the following sections, we’ll explore the stages of this self-awareness journey that many managers experience before they fully embrace coaching. Each stage reflects the mindset shifts essential for real, lasting growth and the development of a thriving professional future.

Are you ready to make that commitment to yourself?

Stage 1: Recognition of Persistent Challenges

The first step in a manager’s growth journey is identifying recurring professional challenges that seem stubbornly unsolved. Common obstacles at this stage include issues like communication breakdowns, decision-making difficulties, tense team dynamics, or friction with key stakeholders (like their own manager). Despite attempts to address these problems, they keep resurfacing.

At this point, managers typically react in one of two ways: they either intensify their efforts with the same strategies that have worked before, or they choose to do nothing, assuming the situation will resolve on its own. Those in the first group think, “I know what needs to be done; I just need to do more of it”. But over time, they find this drains their energy, leaving little time to even think of alternative approaches. Some might believe they simply need to execute more perfectly, pushing themselves to work even harder. Those in the second group might think, “This is temporary; things will smooth out on their own” or “These problems stem from my team or department, not from me”.

What do both types of managers have in common? They haven’t yet acknowledged these repeated issues as signals for change. Instead, they see them as external challenges or fleeting hurdles that don’t necessarily require a shift in approach.

However, this stage presents a crucial opportunity: the chance to recognize these persistent challenges as calls for a new approach. Rather than viewing them as mere inconveniences, successful managers start seeing these issues as indicators that current methods—though familiar—might not be enough for sustained success.

This awareness initiates an internal dialogue. Managers start feeling a tension between seeking external solutions (like team adjustments or new procedures) and considering the possibility that part of the solution may lie within themselves. It’s not yet full acceptance, but a willingness to explore the idea that meaningful change might begin with shifts in their behaviours, mindsets, or skills. This stage sets the groundwork for deeper personal exploration.

Stage 2: Experiencing Frustration and Self-Doubt

After recognizing persistent challenges, managers often find themselves increasingly frustrated as their current strategies fall short of delivering desired results. This frustration brings up questions like, “Why isn’t this working?” or “Am I missing something crucial?” Such doubts can spark a sense of inadequacy, leading them to wonder if they possess the necessary tools or perspective to navigate their role effectively.

At this stage, many managers turn to training programs—seeking courses in leadership, time management, communication, risk management, project management, MBA, you name it. This is the exact step they need to do since it equips them with a foundational “language” for navigating the management world. It helps them understand expectations, decision-making processes, and how to contribute meaningfully. For a while, all is good since this approach offers clarity and relief.

But soon, similar challenges resurface, bringing back that discomfort. This time, frustration may lead to defensiveness, micromanagement, or an over-reliance on short-term metrics and data. Managers might even feel like they’re failing, despite their new technical skills.

Successful managers interpret this discomfort as a cue for deeper self-reflection. They start questioning whether personal adjustments, rather than technical skills alone, might improve their outcomes. Despite the ongoing frustration, they begin to open up to new perspectives, observing how others handle similar challenges. This openness is a crucial step toward growth, building a readiness to test new approaches and find fresh inspiration. This may also be the first time managers consider the potential value of working with a coach or mentor.

Stage 3: Reflection on Goals and Personal Gaps

In the absence of partnering with a coach, there is no wonder that personal frustrations can grow and the road ahead seems even foggier than ever. At this point, managers begin evaluating their professional goals relative to their current state, yet without a supportive partner, this self-assessment frequently morphs into a critique-heavy list of perceived weaknesses. The inner critic takes over, diminishing self-esteem.

Yet even amid self-doubt, managers start identifying key areas they wish to develop, such as emotional intelligence, strategic thinking, adaptability or resilience. Despite this clarity, these goals can seem as unattainable as a hidden treasure on a distant mountain peak, with no clear path in sight.

A deeper insight begins to emerge: that personal development could genuinely enhance performance and leadership. This realization often leads managers to consider coaching as a tangible opportunity to bridge the gaps they perceive and build a renewed personal essence and professional identity. However, some may still resist, saying things like, “I still don’t see how coaching can change my situation.” (which might be true since they might have not had yet any real discussion with a coach) or “I just need my team to improve, not me.” as the commitment to change still flickers when things get tough.

Stage 4: Exploration of Alternatives

By now, managers recognize the need for development but may be uncertain about the best path forward. They often begin by exploring various resources. It is not rare that I meet with managers at this point in their development journey who are asking me about what other training programs or workshops they might need. At this stage, many managers rely on a multitude of self-help materials. Many read personal development literature, watch YouTube TED talks and podcasts, or subscribe to dozens of newsletters (this one included) still in search of THAT mysterious ingredient: the quick fix, the pill that once swallowed would bring in the powers they have always dreamt of.

Though these alternative resources are rich, accurate, and valuable, they often lack the depth needed for lasting growth. Each offers solutions that call for consistency, discipline, and patience, suggesting new ways of being and inviting us to test new habits. Without an accountability partner, maintaining these efforts can feel daunting, making the goal of building sustainable new habits seem nearly out of reach amid busy lifestyles. Realizing this, successful managers begin seeking a new way of being and acting, recruiting trusted colleagues for accountability as they pursue quality choices in their leadership.

This exploration gradually opens their minds to more individualized, sustained approaches like coaching. They no longer view coaching as a luxury but as a strategic investment in their evolution. This is the stage where scepticism fades, and managers start having discovery calls or strategic conversations with coaches they feel aligned with, eager to learn about the possibilities coaching offers and areas where they can focus their growth.

Stage 5: Commitment to Change

After exploring various alternatives, managers arrive at a defining stage: the commitment to genuine, lasting change. They’ve realized that achieving their goals requires growth beyond surface solutions, and they’re now ready to see coaching as a resource for profound, targeted development. With an open mind, they embrace self-reflection, welcome constructive feedback, and set the foundation for building new habits.

At this stage, managers articulate their goals clearly, saying things like, “I’m ready to strengthen my communication.”, “I need feedback to lead better.”, “I want to work on my networking skills.”, “I’d like to be able to be more assertive.” or “I need to learn to relax when it comes to control in management”. Even if the path isn’t fully clear, their commitment to the process is unwavering. Their language reflects clarity, without excuses or justifications—time constraints become irrelevant as they recognize that creating time for self-development is crucial to freeing up time within their organizations. Coaching is no longer viewed as an expense; it’s an investment that promises professional and personal transformation. It becomes the essential catalyst for growth and success, marking the beginning of a deeply impactful journey.

In closing, consider where you are on your journey toward meaningful growth. Each stage reflects an essential step in the path toward professional transformation—recognizing recurring challenges, confronting frustration, reflecting on personal goals, exploring development options, and finally, committing to real change. Each step brings you closer to a deeper awareness of the areas that could advance your potential.

If you're curious about where you stand in this journey, interested in discovering the potential of coaching, or ready to share your goals and take that next step, I invite you to take advantage of a complimentary strategic discovery call.

A small step aligned with your commitment to yourself.

Are you ready for it?

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach 

How can I support you?

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Summary:

This article explores the journey managers take toward coaching readiness. It outlines five stages: recognizing recurring challenges, experiencing frustration and self-doubt, reflecting on goals and gaps, exploring resources, and committing to change. At each stage, managers move closer to understanding that true growth involves personal transformation rather than quick fixes. The article invites readers to evaluate their readiness and consider a strategic coaching session to support their professional evolution.