Good leaders recognize the importance of making sure they create other good leaders. Rather than feel insecure that someone else can do as good a job as they do, thus risking their position to that individual, good leaders know that they should create a succession plan for the company. They should identify those who have an interest and the strengths necessary to be good leaders. Then the leader needs to transform into a coach, and help those emerging leaders learn the fine skills that will help them to one day be good leaders for someone else. Leaders who feel threatened generally feel that way because they don't have the confidence that they're doing a good enough job.
Being a coach on the job is hard work just like any other coaching gig. But much like any other coaching gig, it is necessary. If you're in a leadership position, it is your duty by definition of the job to lead your people to success. If success for them is to advance up the org chart to a leadership position, then they must be groomed for it. If they don't want to lead but have other interests, then those desires, too, must be encouraged through additional skills training and knowledge. Every good leader coaches his team members to be their best. Employees who are urged to do their best and given the tools in which to do so become engaged employees. People want to do what they're good at, and they want to be challenged oftentimes to do more. Growth is a great antidote to boredom.
But there are three big mistakes that managers make when facing the responsibility of coaching.
1) Their approach is too directive. Rather than providing the employee with what they need to excel, the coach inadvertently falls into telling mode and directs the employee on what to do. It sounds something like this: "To hit your goal, you need to..." And "Go to this class and learn how to do this skill." All the while potentially missing the mark on what the employee wants. The leader can easily get off target because rather than asking the employee what their goals are and working with the employee to come up with a plan to meet them, the leader/coach tells the employee what to do. Asking questions is a much better way to serve as coach while maintaining the integrity of what matters to the employee.
2) The leader doesn't coach enough. They will begin a coaching relationship with all of their direct reports, but because of greater responsibilities around the job that crop up, they let the relationship languish. They meet with the employee less and less from the start, and the interactions between them fall once again into the directive approach. The leader ends up telling everyone what they should be doing to get the job done or the goals met, rather than including the employees' individual professional goals as part of the overall plan. The leader feels he or she just doesn't have enough time to meet one-on-one regularly with their team so the coaching aspect suffers.
3) The leader doesn't get a coach for him- or herself. We all have a limited supply of our own wisdom, knowledge, and energy to give to others. When a leader has a large team, there is little of him to go around for everyone to get a meaningful piece. Therefore, some people miss out. The leader winds up exhausted and depleted from trying to meet the needs of all involved. That's why a good leader remains good through the coaching and direction of others. Unfortunately, not enough leaders get a coach for themselves. They cease learning or struggle with their own motivation because they are too busy giving of themselves to others. Every good leader needs a coach and/or mentor. It is the only way to continue to be useful to others.
If good leaders will avoid these three mistakes as much as possible, they will find that their brand as a "good leader" will persist. They will have the benefit of seeing others grow in their positions and beyond them, and they can take personal pride in knowing they had a hand in that development.
If you need a coach, call us at Sharper Development Solutions, Inc. to discuss how we can help meet that need. (803) 622-4511
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