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The Coaching Manager: Part 8 – Strength & Accountability

6/28/2016

As professionals we need strength. We need strength to say “no”, and say “yes” to people we work with, or for. We also need the strength, and will to make a commitment. When we commit yourselves personally to deliver - this is accountability. And ACCOUNTABILITY is the last part of the three sections that make up the format of the Coaching Manager and client (direct report) session. In a previous segment I discussed the general format of the Coaching Manager and Client (Direct Report) session. The three high level sections are 1) SET SCOPE 2) CONSTRUCTIVE DIALOGUE and 3) ACCOUNTABILITY. If a coach, or coaching manager only has this general outline in mind, it can provide great help in driving a successful session. But to get the full benefit of the three-part format, we need to get to the next level of detail. I have already covered in detail the first two sections of the three-part format; namely SET SCOPE, and CONSTRUCTIVE DIALOGUE. In SET SCOPE we review the session Agenda, took a read of the client to assess the client (direct report) mind set. We also restated the topic to confirm both coaching manager, and client understood what was to be discussed, and set he guard rails of the session. In the CONSTRUCTIVE DIALOGUE section, the coaching manager and client work the issue, or problem, while keeping in mind the general goals of a constructive dialogue. Underlying goals include building trust, opening up options to reach goals, or resolve problems, and asking the client to consider possible obstacles to achieving success. In the final section ACCOUNTIBILITY, coaching manager and client agree on action steps, and deliverable dates.
The following is an outline that captures each step in completing the ACCOUNTIBILITY phase of the coaching manager and client (direct report) session:

Restatement of the Agenda: The coaching manager restates the Agenda, topic, by topic, and restates any desired deliverables that were expected from the work of the session.
Recap the Dialogue: The coaching manager recaps the high points from the discussion. The coaching manager should include any action items that were discussed.
Address Parking Lot Issues: If any side issue were flagged for a later session, those items are stated here, along with a plan on addressing significant issues.
Statement of the agreed up work to be done: The coaching manager works with the client (the direct report) to come to agreement on the work, or tasks that the client will commit to.
Set Delivery Dates: The coach works with the client to assign delivery dates to any work, or tasks the client has agreed to take on. The dates can be aggressive, but need to be realistic.
Blocks: The coaching manager states any block to the work to be done, and presses the client to have a course of action to overcome, or minimize these blocks.
Schedule next session: Once the work, the approach, and delivery dates have been agreed upon and captured (by the client), the coaching manager and client agree on the next meeting date, and time. (Most often this will be the same day of the week and time, but calendars need to be consulted.)

In the three-part format, part three, ACCOUNTABILITY is both a recap of the agenda, the constructive dialogue, and also a time for the client to commit to action. It is the job of the coaching manager to keep not only topic, and dialog on track, but to make sure the work to be done ties back to the issues, or the goals that were set in the Agenda. This can also be a time where the coaching manager can build the confidence, and motivation of the client. A few words of encouragement, recognizing the intelligence, the character, and the level of commitment of the client can go a long way to driving the client’s motivation, and more importantly, their sense of worth. If you and the client are successful, you will have an empowered direct report, and you will be freed to work the important areas of strategy, processes, and relationships.

The Coaching Manager: Part 7 - CONSTRUCTIVE DIALOGUE Goals

6/22/2016

We all have the ability to talk, but how can we have a constructive dialogue within the framework of the coaching manager and client (direct report) session? In a previous segment I discussed the general format of the Coaching Manager and Client (Direct Report) session. The three high level sections are 1) Set Scope 2) Constructive Dialogue and 3) Accountability. If a coach, or coaching manager only has this general flow in mind, it can provide great help in driving a successful session. But to get the full benefit of the three-part format, we need to get to the next level of detail. In the last segment I discussed in detail part one of the three-part format, SET SCOPE. In SET SCOPE we review the session Agenda, took a read of the client to assess the client (direct report) mind set, we established empathy with the client, restated the topic to confirm both coaching manager, and client understood what was to be discussed, and came to agreement on the guard rails of the session, and what desired deliverables will be from the session. Now that we have the SCOPE, the real work begins. And that work to have a CONSTRUCTIVE DIALOGUE.
To have successful CONSTRUCTIVE DIALOGUE we need to consider the goals of the dialogue. Reflecting back to part one, SET SCOPE, we understand that there are specific problems, and goals to discuss. And at the end of the session we want to identify specific steps to take to resolve or minimize these problems, and/or get us closer to satisfying our goals. These are the obvious goals of the dialogue. But there are other, subtler goals that we need to consider as valid:
1) BUILD TRUST: It is primarily the coaching manager’s responsibility to create an environment that facilitates trust. The client (direct report) has responsibility to work with the coaching manager, and needs to be comfortable in taking on some risks. But it is the coaching manager’s responsibility to take the lead in creating a safe environment, where the client feels at ease disclosing their problems, limitations, dreams, and desires. The element of trust is a foundation of the coaching experience, and it is also a goal. When in doubt, work to build trust with the client (the direct report). The sooner trust comes, the quicker you will both have the REAL issues on the table to work through.
2) MANAGE SIDE ISSUES: Once the SCOPE of the session, and the DIALOGUE has been set, it does not mean there will never be side issues that arise. A great coach will not ignore an important side issue. Rather they will acknowledge when these issue come up, and discuss them enough that both coach and client understand clearly what the side issue really is. Once the side issue is clearly stated, a decision needs to be made whether to flag this issue for a future session, or to change gears and make it the new focus of the session. Either option may be the correct one – it all depends on the particular issue, and the circumstances and expectations of the coach and the client. If it is decided to make the new issue a parking lot issue, it is the client’s responsibility to capture this and create a plan to work thought the issue. Identifying side issues is a goal in the sense that we don’t want to gloss over or ignore important issues that may arise.
3) STAY CONSTRUCTIVE: Best practice for a coaching and client dialogue is to keep a positive attitude. An important goal of coaching in general is to motivate the client, or said another way, to accelerate, and sustain client motivation. This guideline needs to be tempered with a sense of compassion, and empathy, as the frustrations of a client (direct report) can be very real, and in fact frustration levels can be higher in highly motivated clients, as their expectations for themselves, and others are higher. One of the most valuable assets the coaching manager can provide their client (the direct report) is to have the patience, and skill to listen. Listening to a client’s problems and frustrations will make the client feel better, and will also give the coaching manager real insights into the client’s issues. After hearing a client’s frustration, or problems, a great coach will ask a good open question, such as; “What positive action can you take today that will eliminate or minimize this problem?” Another good question from the coaching manager might be “If you can visualize the best possible outcome from this situation, what would it look like?” If the coaching manager keeps the dialogue, and tone positive, it will minimize blame of others, and focus on positive steps the client (and occasionally the coaching manger) can take to improve a situation. Emphasis should be on the positive things the client can control, or has ownership in.
4) CONSIDER OBSTACLES: I can’t think of a case where there is a problem to be addressed, or a goal to drive to that does not involve blocks, or obstacles. These obstacles can simply be the time needed to work the problem, or drive toward a goal, or it may be blocks imposed by others, or given processes. Or it may be the obstacle of staying motivated. A coaching manager can add value by asking the client (the direct report) to consider any potential obstacles, or blocks that slow or prevent resolution of a problem, or achievement of a goal. Those obstacles that are determined to be a real potential block can be recapped in the third part of the Coaching manager and client section I call ACCOUNTABILITY.
5) OPEN UP OPTIONS: Once a problem or goal has been clearly stated, and understood by both Coach and Client, the next step is to come up with possible action steps. The client may already have some ideas in mind (they usually do) and a good coach will have the client list the options they have already considered, and make sure the client has recorded these options. Another common technique for a coach to use to open up options for the client is a short brainstorming session. I have used brainstorming many times with clients in the past. It is a powerful tool, as I have found if I take 10 minutes with the client we can come up with 10 to 20 new options on any given problem or goal. Sometimes only half of the options are worth pursuing, but in some sessions I have seen ALL of the options have realistic value! A well spent 10 minutes indeed! These kind of results can motivate, and empower both client and the coach. Brainstorming is a powerful, powerful tool to keep handy. A coach can also provide value by ranking the options in some way. This might be a ranking based on how quickly the options can be implemented, or by effort to implement the option. Or it might be a ranking on how practical an option might be to implement. Any of these types of rankings can have value. The key here is to place some kind of framework on the options, that will make the options more manageable for the client.
6) VALIDATE THE CLIENT: A subtle goal of the DIALOGUE section of the coaching manager and client session is to validate the client. The coaching manager will communicate to the client that they have value, as a direct report, and as a person if they look for opportunities to validate the client. A short comment from the coaching manager like “you have a good persecution into the problem…” or “I like your approach on this…” can go a long way to build confidence of the direct report. A comment like “I can appreciate your frustration on this…” tells the client that the coaching manager understands them, and accepts what they are feeling as valid.
7) CONSIDER FUTURE TOPICS: Once the in scope issues, problems, goals, and obstacles have been discussed in detail there is opportunity to the topics for future sessions. There is a flow to coaching sessions, and there is usually continuity from one session to the next. If time permits it gives additional value to the session to consider what issues have been tackled, and how this may drive future session topics. The coaching can add value just by asking the client the question of what future topics might include. This get the client thinking about overall objectives, and high level goals.
In the second part of the coaching manager and client (direct report) session both coaching manger and direct report have responsibilities. The coaching manager takes the lead by creating a space to foster trust. A skilled coach will also understand how to manage side issues that may arise. It is a shared responsibility to keep the dialogue constructive. The coaching manager adds value by raising the question of any perceived obstacles – the client (direct report) needs to be an active partner in the duologue when the coaching manager brings up questions around obstacles, and developing options for next steps. A great coaching manger will also look for opportunities to validate the client – this builds trust, and confidence. Lastly the coaching manager can enhance continuity between sessions if they recap the dialogue and ask the client how the current dialogue may change or drive topics for future sessions. Of the three parts of the coaching manager and client session, the second part CONSTRUCTIVE DIALOGUE is the most fluid. A great coach will let the dialogue flow, take its course, while providing skillful navigation.

The Coaching Manager: Part 6 – SET SCOPE – Deep Dive

6/15/2016

The Coaching Manager: Part 6 – SET SCOPE – Deep Dive (Long Post)
In the last segment I discussed the general format of the Coaching Manager and Client (Direct Report) session. The three high level sections are 1) Set Scope 2) Constructive Dialogue and 3) Accountability. If a coach, or coaching manager only has this general flow in mind, it can provide great help in driving a successful session. But to get the full benefit of the session structure, we need to get to the next level of detail. It is time to ask the question, do you want to be an amateur coaching manager, or a pro? By understanding this next level, and with some time, and effort, we pass the ranks of amateurs, and take on the commitment to become a professional coaching manager.
The first step under the section SET SCOPE actually happens before the session. The coaching manager asks to client (direct report) to prepare an agenda for the session (the one on one) in advance. Assuming the session will be no more than an hour, in my experience as a professional coach, you most likely will not be able to discuss more than two topics in enough detail to have real value. The client (direct report) should not be discouraged from identifying, and capturing topics, but if the agenda contains more than three, or four, the coaching manager should ask the client to prioritize topics. The most pressing, the most urgent topic needs to come first.
At the start of the session, a good coaching manager will take a read of the client (the direct report). Just asking “how are things going?” or “how is your week going?” can give the coaching manager important cues to the mental, or emotional state of the client. The best case scenario is where the client (direct report) is forth coming with any issues, or circumstances that are impacting their job, or goals. Unless there is a strong bond of trust, and an understanding of openness between the coaching manager and the client, this most likely will not happen. So the coaching manager needs to listen to what is said, and what is not said in the first 5 minutes of the session to uncover if there are issues outside the planned agenda that needs to be addressed. Some physical cues that indicate stress, or emotional discomfort are redness of the face, lack of eye focus, unusual breathing, lack of eye contact, and a closed body language. None of these signs by themselves are a sure sign of trouble, but a good coaching manager needs to watch for these cues, as they may indicate client distress.
In the rare case where there is a situation that is more pressing than the topics listed on the planned agenda, it is the Coaching manager’s job to call this out. Together the coaching manager and client (direct report) need to decide if there exists a more urgent matter than the planned agenda topics, and decide if it is better to depart from the planned agenda and deal with a more serious, and urgent issue. This does need to be a joint decision, as the issues may be so personal that the client (the direct report) may not be comfortable discussing with the coaching manager. The coaching manager does have the right to ask if any given personal issue is bothersome enough that it is effecting the client’s job performance. If the direct report (client) is visibly upset, the coaching manager needs to ask this question. Even if the coaching manager may not have the training, or credentials to resolve all personal, or emotional issues, the coaching manager should provide suggestions on who best to see to help with a problem, be it drug or alcohol abuse, relationship problems, or personal loss. A good coaching manager understand the limits of their skills, and knows when to hand off to another helping professional.
In most coaching manager direct report sessions, these serous emotional, and personal issues are fairly rare. It is much more common to have a client that is simply having a bad day, or a temporary small setback. If this is the case it is worth asking for a little detail if the client is comfortable in doing so. Here the coaching manager has an opportunity to build empathy, and trust with the client by sharing a similar experience, and offer encouragement. By saying “I can emphasize with what you are going through, I went through something similar a few years ago…” or “I can relate to what you are describing, I am confident you will come out the other side of this stronger, and smarter…” the coaching manager can help put at the client at ease, and also strengthen a bond in the relationship.
All of the above may appear to take up a lot of session time, but unless the decision is made to vary from the Agenda, the quick read of the client (the direct report) only takes about 5 minutes. In most sessions it is best to take a quick read of the client, ask for a little detail, make a statement that builds empathy, and trust, and then move on. It is the coaching manager’s job to set guardrails and keep the session moving forward.
Once the topic(s) for the session has been established, it is best coaching practice to mirror back to the client (the direct report) what the goal(s) of the session will be, and what deliverables are desired from the session. An example of what the coaching manager might say could be “so what we agree to work on today is to discuss the progress of the new hire, and come away with 3 specific ways to get them up to speed quickly, is that correct?” Another example of what the coaching manager might say could be “what I think I am hearing for today’s topic is how to improve processes with your internal client, and you want solutions to include something you can do today to get things going in the right direction. Does that sound right to you?” When the coaching manager has actively listened to the client, and provided guidance that the topic is appropriate for the session, and established any deliverables that are desired the segment I call SET SCOPE is done.
To break the pieces of SET SCOPE into an outline the steps of SET SCOPE can be captured as:

SET SCOPE

AGENDA: Client is asked to prepare an Agenda with no more than 3 topics, and any desired deliverables for each topic.
READ CLIENT: The Coaching manager takes a quick read of the client, and asks questions to assess the client’s current state of mind, and emotional state.
EMPATHY: The coaching manager actively listens to any concerns or problems the client is experience at the time of the session, and establishes empathy.
RESTATE TOPIC: The coaching manager actively listens for the topic, or problem the client wants to work on, and restates the topic and deliverables back to the client.
AGREEMENT: Together coaching manager and client refine the language of the topic(s) and deliverables and capture both in concise, and simple language.

As a coaching manager you will do well if you only keep in mind the three high level sections of a session, those being SET SCOPE, CONSTRUCTIVE DIALOGUE, and ACCOUNTABILITY. But if you want to be an expert, a professional on coaching manager techniques, you need to understand and implement the next level in each of the three phases of the coaching manager and client (direct report) session. We just completed a deep dive into SET SCOPE. In the next two segments we will deep dive into the net two phases, CONSTRUCTIVE DIALOGUE, and ACCOUNTABILITY. In the coming week see if you can implement all 5 steps of SET SCOPE in your one on one’s.

The Coaching Manager: Part 5 - Overview of the Session

6/8/2016

Like a sonata, a good story, or a successful project, the session of the Coaching Manager, and Direct Report (the client) has a structure. In future segments I will flesh out the details of each segment, but for my current discussion I want to outline in very broad strokes the outline of the session. This is the session, the one on one, between the coaching manager, and the direct report (the client) a seen from 10,000 feet.
At the highest level, the coaching manager (and client) session has three parts: beginning, middle and ending. Well that was easy wasn’t it? Humor aside, this is very much the case, as the session can have been seen to have a short starting segment, the session itself, and a recap of what has been discussed. But to help the coaching manager utilized the form, I want to label each session in a way that will be more meaningful to the coaching manager, and aid them in remembering and implementing this structure in one-on-ones.

SET SCOPE: For the first of the three sections of the coaching manager session, I want to borrow jargon from the world of Technology, SCOPE. In technology development language, SCOPE is the boundaries of the project, or the system to be delivered. To give an example, if business leaders, and technology builders meet to discuss a project they may highly define the project as a way to display financial reports on the screen of a mobile device. If the discussion has a sharp project manager, or business systems analyst (my prior career) they will ask the business “mobile devices also have an input device (keyboard) do you want to allow editing of financials on a mobile device? We can do this but the costs and development time might double.” A smart business person will realize that the mobile devices in question are smart phones, and editing numbers on a phone is clumsy at best, and will say “no…I don’t think we need that. That does not give much additional value on what we want delivered.” So in that short conversation the high level of the scope of the project has been defined. The SCOPE of the project is to deliver financial reports viewable on a mobile device. In the same way the coaching manager, and the client (the direct report) need to agree on what the scope of the session will be. In order to set scope, the coaching manager may ask the client to prepare a short agenda in advance of the session (the one on one). The agenda does not need to be any longer than a paragraph. It can list one to three topics to be discussed, with one level of detail under each main topic point. So this would look like…” Topic A, Sub Topic A1, Subtopic A2, Subtopic A3, Topic B, Sub Topic B1, Sub Topic B2, etc.” But between preparing, and submitting an agenda, things can happen. Things that may change the pressing topic to be discussed. When this happens the coaching manager needs to be sensitive to the change, smart enough to have the client weigh in, flexible, and organized enough to create a new agenda on the fly. In the first 10 minutes, whether the session proceeds under the topic of the original agenda, or a modified agenda, the coaching manager needs to mirror back to client what they have heard as being the topic for the session, and what the desired deliverables will be from the session. An example of a closure for the SET SCOPE segment, might be where the coaching manager says something like… “so the SCOPE for this session as I have heard it, is to discuss how you work with your customer to deliver requirements quicker. And at the end of the session we want to have at least two new ideas on how you can achieve this. Is this correct?” Another example of closure on the SET SCOPE section might be where the coaching manager says something like “so for SCOPE for today’s session I think I heard that you want to decide on two college courses to take in the coming year. Two courses that will make you better at your job, and that the company will at least partially pay for. By the end of our session you want to have a workable plan to deliver on this. Is that correct?” In a future section we will break down the elements that can drive scope, and how to arrive at SCOPE for the session in cases where they client does not have a defined agenda, or the defined agenda needs to change. But for discussion here, just think of the SETTING SCOPE section as agreeing with the client what topics will be discussed, and what the deliverables of the session will be. Very simply put, this section is about “what are we going to talk about”. And this needs to be do-able and constructive work.
CONSTRUCTIVE DIALOGUE: The next and middles section of the coaching manager session I am calling CONSTRUCTIVE DIALOGUE. This is where the topic, or topics that are in SCOPE are discussed. It is typically the longest section of the three. If the total time allocated for the session is 60 minutes; SET SCOPE should normally take from 5 to 10 minutes. CONSTRUCTIVE DIALOGUE should take about 35 to 45 minutes. The third, and final section (yet to be discussed,) ACCOUNTIBILITY should only take about 5 minutes. As I went through training as a professional coach, several weeks were spent just on the techniques, and best questions to use in guiding the client through the body of the coaching session; the section I am calling CONSTRUCTIVE DIALOGUE. I am not going to attempt to put months of coaching training, and experience leading actual coaching sessions into a few paragraphs, but until we examine the three sections in detail, I can say a few words about what the goals of the coaching session, the CONSTRUCTIVE DIALOGUE, aim to be. First the coach establishes what work has been done so far toward achieving a goal. The coach asks for any obstacles, or blocks the client has encountered so far. These obstacles are captured, and the client is asked how they can best remove, or minimize the blocks. If the client seems they are stumped on what to try next to remove a block, the coach can use a short brain storming session to come up with fresh ideas. I have done this with probably dozens of my clients, and I still find it surprising that after only about ten minutes, we are able to come up with 10 or more ideas to try! When the coach and the client feel they have reached a good option or approach to further a goal, or remove an obstacle, they may have time to continue on to the next item, or topic. In my experience, in a one-hour session, normally only one or two topics can be discussed with sufficient detail, along with mapping of action steps in that time frame. In theory it is possible to take on three, or even more topics in an hour session – but in reality the most I have ever seen properly dealt with is three topics in a one-hour session, and really most sessions only deal with one or two. So a good coach will keep this expectation in mind; that dealing with one or two topics in any given session can be considered a successful one.

ACCOUNTABILITY: The third and final phase of the coaching manager, client session is ACCOUNTABILITY. This segment is the close of the session. In this phase the coaching manager summarizes what the agenda, or the goals of the session were. The coaching manager summarizes the key points of the CONSTRUCTIVE DIALOGUE. The coaching manager then calls out the action items that were agreed upon during the session. In the last part of the ACCOUNTABILITY segment, the coaching manager asks the client (the direct report) to put a delivery date against each action item. The coaching manager also recaps any possible obstacles to completing the action step, along with solutions to remove or minimize blocks to completing the action items. At this point the only piece left is to agree on the net meeting date. This ACCOUNTABILITY phase may sound like a takes a large part of the session to complete. But as this is the session in summary, this last phase normally takes only 5 to 10 minutes to complete.

So at the highest level the outline of the coaching manager and direct report (client) session is comprised of 3 parts: 1) SET SCOPE of the dialogue 2) A CONSTRUCTIVE DIALOGUE that stays within the scope that has been set, a finally 3) ACCOUNTABILITY where the key points of the dialogue are summarized, and the direct report is held accountable for action steps. To summarize the three phases in a simple way, the outline can be thought of as 1) “What will we talk about?” 2) “Let’s have the discussion” and 3) “What are the next steps coming out of the discussion”. With just this high level outline in mind, the coaching manager will have a more focused, and successful one on one with the direct report.

The Coaching Manager: Part 4 – Seven Qualities of Successful Coaching Managers

6/1/2016

Are you tough enough to be a Coaching Manager? Toughness, or focus if you prefer, is one of the top qualities a Coach, and a Coaching Manager needs to have to be successful. On the other end of the spectrum, a Coaching Manager needs to be patient. Especially patient as a listener in coaching sessions. Your client (your direct report) may start the session with an agenda to talk about weekly updates, but in the course of the session, a bigger issue may be discovered – for example tensions between departments, or frustration with a particular client. A good coach, and a good coaching manager will be patient and let the session play out to best advantage. A great coach will set good guardrails, but be patient, flexible, and smart enough to let the direction of the session change if a more pressing, or more important topic surfaces. A great coach, and in turn a great coaching manager is a unique mix of caring, empathy, focus, flexibility, and firmness. Below are the characteristics that a coach, and a coaching manger must have, and exhibit in the coach and client relationship.

Sensitivity: Based on my experience as a career, and business coach, one of the most important qualities a coach, or coaching manager needs to have is sensitivity to the client. A great coach will do a quick read of the client’s disposition, emotional state, and demeanor. The direction of a coaching session often changes based on the state of the client at the time of the coaching session. Be aware I mean “session” loosely here, as a five-minute touch point between coaching manager and direct report can be considered an informal session.
Empathy: Closely related to sensitivity is the quality of empathy. There needs to be a very human connection between coach and client. By establishing empathy, a coach acknowledges the emotional, and psychological state of the client, and also establishes that the coach relates to the here and now state of the Client. A couple examples of common phrases that help establish empathy are: “I can relate to how you feel…”, and “I can understand where you are coming from. I had a similar situation in my life.”
Focus: A great coach, and a great coaching manager has the ability to focus the conversation. In short, the great coach sets good guardrails. If the dialogue leads to areas that are best put in a parking lot for discussion at a different time, or venue, the coach, and the coaching manager calls this out. The coach recognizes when the conversation has wandered into territory that will not be productive, or is inappropriate for the coaching manager and client relationship. Examples are when the client (direct report) continues to dive into relationships outside work, such as the relationship with their significant other, or family. In this case the coaching manger can best help by defining and capturing the issue, and helping to identify the correct resources to bring into play – such as a family therapist, or a relationship coach. Conversation that lingers in topics outside of work need to be called out, and the coaching manager needs to refocus the session to setting goals, monitoring progress on agreed upon issues, or milestones, and identifying and removing block to achieving a goal. Other topics that need to be kept in check are sports, hobbies, religion, and fraternal organizations or clubs that are not related to the client (direct report) development, problems, plans, and/or goals.
Flexibility: The client, the direct report, may have sent an agenda to the coaching manager to discuss personal development, but when the client shows up at the designated session, the direct report (the client) may say that something important has come up, and they want to change the session agenda. A smart, and patient coach, or coaching manager will let the client take 5 to 10 minutes to discuss this new pressing issue or situation. The coaching manager will then capture, and repeat back to the direct report what they understand this new issue, or situation to be. Once the two agree on what the pressing issue is, a flexible coach will state back to the direct report the original agenda, and also the new issue. The coaching manager will then work with the direct report to decide which topic or more important and timely to work on in the session. An inflexible coach will make the mistake to press on with the original agenda and may end up discussing the right topics, but at the wrong time. A skilled coach will understand, and keep in place good guardrails, but at the same time be flexible to use the session time to best advantage.
Knowledgeable: A great coaching manager is knowledgeable. They have experience in how to be successful. They have a working knowledge of the mission critical processes of the company, or organization. The have techniques to use the coaching manager and direct report’s one on one’s to best advantage. They have insights to share with their direct reports to give them the best chance of being successful. Coaching manager’s also have people knowledge – they understand that the world is made up of unique personalities, and respect and work with people of many different backgrounds, values, cultures, and personality types.
Organized: A coach is organized – this holds true for the coaching manager as well. They ask their client to create an Agenda to use the session time to best advantage. The coach has an organized format in mind for every session, and the format is always on the back of the coach, and the coaching manager’s mind. If the agenda requires additional resources, or research on the part of the direct report, the coach calls this out in advance of the session. In the next segment we will discuss the format of the session, but for our current discussion we recognize that it is the coach, and the coaching manager’s job to provide structure for the coaching sessions, and to keep the direct report (the client) responsible and on task.
Nurturing: Is the word “nurturing” out of place in the business or work environment? Absolutely not. When we nurture our direct reports, our team, we put them in a better position to be successful. We build their confidence, and we empower them to take on more responsibility, and be more productive. The more productive our team is, the lower our costs are to produce. In this way we indirectly increase profits, or in the case of not for profits, we reduce our costs so we are able to provide more services to more clients with fewer resources. When we are successful in nurturing, we see more success in our team, with the added benefit that the coaching manager is liberated from managing minute details, and daily processes, and problems, so they can focus on the more important efforts of building relationships, improving processes, and mapping out better business strategy.

As we examine this list, we see that a great coach, and in turn a great coaching manager is a unique mix of caring, empathy, flexibility, and firmness. A good coach, and a good coaching manager will have the qualities of keeping focus, setting guardrails, and being organized on one hand, but also have the ability to be sensitive, empathetic, and nurturing, and the ability to turn on a dime if the client’s (the direct report’s) needs warrant. As you prepare for your next one on one, or status report with your direct report, take this list of seven key characteristics with you, and see how many you can incorporate in your next session. Both your direct report, and you, will benefit.

The Coaching Manager: Part 8 – Strength & Accountability

The Coaching Manager: Part 7 - CONSTRUCTIVE DIALOGUE Goals

The Coaching Manager: Part 6 – SET SCOPE – Deep Dive

The Coaching Manager: Part 5 - Overview of the Session

The Coaching Manager: Part 4 – Seven Qualities of Successful Coaching Managers

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The Coaching Manager: Part 8 – Strength & Accountability

The Coaching Manager: Part 7 - CONSTRUCTIVE DIALOGUE Goals

The Coaching Manager: Part 6 – SET SCOPE – Deep Dive

The Coaching Manager: Part 5 - Overview of the Session

﻿The Coaching Manager: Part 4 – Seven Qualities of Successful Coaching Managers

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The Coaching Manager: Part 4 – Seven Qualities of Successful Coaching Managers