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The Coaching Manager: Part 12 - Client Responsibilities

7/30/2016

I have said more than one, that the Coach, and Client process is really about a relationship. At its core, it is about the relationship between the Coach, and the Client. The Coaching Manager and Client process follows a similar paradigm. The difference in this case, is that the coach is also a manager, and the client is the manager’s direct report. I reiterate, for the relationship to work to its best potential, each player must understand, and exercise their respective responsibilities.
The previous segment discussed the Coaching Manager (or Coach) responsibilities. In the current segment I will discuss the Client (the direct report) responsibilities. In a very broad and deep way, the client (the direct report) is responsible for setting goals, and identifying problems, or blocks. The Client also needs to prepare an agenda for the coaching sessions. The Client needs to consider if their Agenda, and Goals are valid for the organization, department, and the client’s long term vision. The Client needs to stay engaged in the constructive dialogue, and stay within the guardrails that the Coaching Manager has set. If important, but not directly related issues arise, it is the Client’s responsibility to capture these issues, and work with the Coaching Manager on how best to work through the off-topic issue. As I have said previously, in some cases, the side issue may be more important, and more pressing than the set Agenda topic. If this is the case, the Client must be flexible, and listen to the guidance of the Coaching Manager, and dig into the new topic. Alternately, the side topic might be important, but not urged. In this case the client needs to capture the topic as a parking lot issue. Time-keeping falls to the Coach, but the client needs to be aware of the general organization of the session. As a recap, the first phase of the session, Set Scope, should only take 5 to 10 minutes. The body of the session is phase two, Constructive Dialogue. Constructive Dialogue can typically run 40 to 45 minutes. The third, and final phase, Accountability, take another 5 to 8 minutes to wrap up the session, and set deadlines for action items.
Below is a list that outlines the important items in the Coaching Manager and Client relationship that the Client is responsible for:

Prepare a session (1:1 meeting) Agenda, and submit to the Coaching Manager for review.
Confirm date, time, and place for the session.
Review the Agenda in advance of the meeting.
Attend meeting, and be prepared to discuss the agenda topics.
Inform the Coaching Manager of any important issues that have arisen since sending of the agenda.
Stay engaged in the session process.
Understand and work within the guardrails, and scope the Coaching Manager sets for the session.
Weigh ideas that the Coaching Manager presents and provide feedback.
Articulate specifics when the Coaching Manager asks for details on a goal, or task.
Be open to new ideas and approaches the Coaching Manager may suggest to get past blocks.
Keep constructive dialogue on topic.
Record any parking lot issues that may arise.
Take notes during the constructive dialogue, and accountability phases of the session.
Formulate next best steps, and ask the Coaching Manager for feedback.
Consider any potential blocks to proposed action steps, and goals.
Work with the Coaching Manager on a plan to eliminate or minimize any potential blocks.
Provide realistic deadlines for deliverables.
Record delivery deadlines.
Recap deliverables, and deadline dates.
Confirm the date, time, and place for next session.
Drive to complete the agreed upon deliverables on time.

The above may seem like a long list, but if we just remember a client’s job is to 1) prepare the agenda, 2) capture session notes, 3) Stay engaged in the session dialogue, and 4) work the deliverables, we will understand at the highest level what the client needs to own. In addition, the client needs to understand the high level structure of the coaching session; this is 1) SET SCOPE 2) CONSTRUCTIVE DIALOGUE, and 3) ACCOUNTABILITY. It may be surprising to some, but the bulk of the talking in a session is done by the client – not the coach, or coaching manager. The coach, or coaching manager provides value by actively listening, setting guardrails, and asking open ended questions. Aside from the formality, we need to recognize that the coaching manager and client process is at its heart a relationship. For the relationship to be most effective, there must be underlying trust. The client needs to trust the coaching manager, and the coaching manager needs to exhibit reasons why the client should trust them. With trust as the foundation, both the client, and the coaching manager will grow and prosper.

The Coaching Manager: Part 11 - Coach Responsibilities

7/20/2016

The Coach, and Client process is really a relationship. It is the relationship between the Coach, and the Client. The same holds true for the Coaching Manager and Client process. The difference is that the coach is also a manager, and the client is the manager’s direct report. For the relationship to work to its best potential, each player must understand, and exercise their respective responsibilities.
This segment will discuss the Coaching Manager (or Coach) responsibilities. In the next segment I will discuss the Client (the direct report) responsibilities. At the highest level the Coaching Manager is responsible for keeping the Client (direct report) engaged and on-track. The Coaching manager reviews the client agenda, and verifies it is valid to the organization, department, and the client. The Coach sets guardrails for the session conversation. If important, but not directly related issues arise, it is the Coaches responsibility to understand how best to work through the off-topic issue. In some cases, the side issue is more important, and more pressing than the set Agenda topic. If so, the coach needs to release their session preconceptions, and go with the flow of the new topic. Alternately, the side topic might be important, but not urged. In this case the coach makes sure the client has captured the topic as a parking lot issue. Time-keeping falls to the Coach. They understand the first phase of the session, Set Scope, should only take 5 to 10 minutes. The body of the session is phase two, Constructive Dialogue. Constructive Dialogue can typically run 40 to 45 minutes. The third, and final phase, Accountability, take another 5 to 8 minutes to wrap up the session, and set deadlines for action items.
Below is a list that outlines the important items in the Coaching Manager and Client relationship that the Coaching Manager is responsible for:

Ask the Client (Direct Report) to have a prepared session Agenda.
Confirm date, time, and place for the session.
Review the Agenda in advance of the meeting.
Do a read of the client at the time of the session? Determine the client state of mind, and demeanor.
Review the Agenda with the client (direct report) to verify it is a valid Agenda that will bring value to either the organization, the department, the team, or the client.
Ask the direct report open ended questions to drive conversation on Agenda topics.
If the client is having trouble with a list of options, work with the client in some creative way to open up options.
Keep constructive dialogue on topic – set guardrails.
Understand how to manage important off-topic issues that might arise.
Make sure the client has captured any parking lot issues.
Recap the Constructive Dialogue.
Work with the client on agreeing on next best action.
Make sure the client has considered any potential blocks to proposed action steps, and goals.
Make sure the client has a plan to deal with potential blocks.
Set reasonable deadlines for deliverables.
Agree on date, time, and place for next session.

The list may seem long, but if we just remember a coaching manager’s job is to support the client, and stay organized we have captured at the highest level what the coaching manager needs to own. But the coach also needs to understand the high level structure of the coaching session; this is 1) SET SCOPE 2) CONSTRUCTIVE DIALOGUE, and 3) ACCOUNTABILITY. Also, the coaching manager provides the reality check that the Agenda, and Goals are valid, in short they have value. Coaching Managers can also provide great service by keeping sensitive to the direct reports problems, and concerns, and by validating, and motivating the client. A simple comment like “I know you are smart, and can get this done”, or “I know you can be successful at this” said at the right time can go a long way to building up the client. Most importantly the Coaching Manager takes the lead on the relationship with the direct report. The most important ingredient to building the relationship is building trust.

The Coaching Manager: Part 10 - Setting Direct Report Goals

7/13/2016

In business delivering the wrong product, or solution is little better than doing nothing. The same holds true in the coaching manager and client (direct report) work. Said another way, driving toward goals that are invalid are little better than not engaging in the coaching process at all. So then the key question becomes “what makes for valid goals in the coaching manager and direct report relationship?” In general, valid client goals should improve either the direct report, the department or team, or products and services. Below are things to consider when making the determination if the client (direct report) goal is a valid one.

Client initiated: The burden should be on the client to bring forward goals. The coaching manager’s responsibility is to ask the right questions to ensure the goal is an appropriate one – one that aims to bring value to the client, the team, products, or services. When a goal comes from the client, it will be one the client cares about.
Passion: Is the goal something that the client (direct report) is passionate about? I recently wrote a book on Business Change Management (“Change Management Guide” see Amazon.com). I wrote the book because it was something I was passionate about. In this case it was about having processes in place to manage business change, while at the same time empowering people.
Realistic: Is the goal achievable? It does not need to be easy, or simple, but goals need to be realistic; achievable. When goals are set unrealistically the client and the process suffer – adding to frustration, and loss of faith in the process.
Consistent with Mission: The coaching manager and client relationship exist within the confines of the company, or organization. Client goals need to align with the stated mission of the organization, department, or team. The coaching manager provides a reality check, and provides value by understanding the mission of the company, and the department.
Supportable: If the goal involves others, the Client and Coaching manager need to ask the question “Is the Goal supportable?” Said another way, what is the likelihood of buy-in from others that are key to delivery? If the client cannot get the support needed, what is their work-around or fall back?
Timely: Is the goal timely? When I was working for a large regional bank, after September 11, 2001, work around disaster recovery and business continuity planning took on high visibility. Goals around improving bank security, and improvement in disaster recovery processes became timely. In setting Direct Report goals are the goals tied to efforts that the organization, or team want to address in the coming months, or the current year. If so, the client goal passes the test of timeliness.
Value: Will the goal being discussed give value to the Client’s (Direct Report’s) development, advance the mission of the organization, department, or team. The litmus test is to consider if the goal will result in improvement to the client, the team, or the organization as a whole.

The key things to consider when setting, and agreeing on Direct Report goals are if they deliver improvement to the client (direct report), or the organization, the company, or the work teams. To consider aggressive, or challenging goals should not be discouraged – but as a reality check they need to be achievable. Goals that are timely with circumstances, and company or team missions are encouraged. Burden for drafting of goals should fall on the shoulders of the Direct Report (Client), as those initiated by the Direct Report tend to be ones they care about. It is important to note that in private coaching the focus is always on Client goals; in contrast the direct report goals, within the coaching manager and direct report relationship, should drive forward the work team, the organization, and the company, as well as the client, the Direct Report. When putting effort into delivery of goals, don’t make the mistake of driving to goals that are not valid for the team, the organization, the company, or the direct report.

The Coaching Manager: Part 9 – Traditional Manager V. Coaching Manager

7/7/2016

In our role as manager, is our primary goal to drive our teams, or empower them? This is a fundamental question we need to consider, and the answer will be different if we are a traditional manager, or a coaching manager. The traditional manager I envision as “pushing” their direct reports to do the best job for their company, and for the manager, as they can. The key qualities for a traditional manager can be summarized as aggressive, forceful, and even intimidating. I imagine an old school manager complete with three-piece pinstripe suit, receding hairline, cigar affixed on one side of his mouth scolding his direct report “you’ve been here 9 and a half hours today – what have you gotten done?” (I actually know a manager that used to say this.) Founder and CEO of a very large corporation used to regularly ask people at random “How have you made me money today?” Can you say “aggressive”? “Intimidating?” The astounding thing when considering this old-school manager caricature is the realization that this ilk of managers still exists! If we unflinchingly reflect back on our career past most of us in all honesty would probably say that we have worked for, or at least known of one of these old school managers. The models for what a manager should look like, and how they should behave were formed decades ago, and they die hard. This is beyond scope of this current discussion, but is it possible that the traditional models of management, and mangers have roots in a time where managers were almost entirely men? I think so. Aggressiveness, and intimidation are quality that are generally described as “male” characteristics. Be that as it may, it is late in the hour, and time has come to realize “old school is out”. Younger professionals, as well as those who value their worth, and are confident in their abilities will not buy in to the traditional manager. It is time to consider new management paradigms that empower, not drive subordinates. The coaching manager model has much to offer in this area.
Below is a comparison of how the coaching manager approach compares with the traditional manager model:

Focus: The focus of traditional management is the direct report’s projects, workload, and deadlines. The focus of the coaching manager approach is the client – that is to say, the direct report.
Motivation: Traditional management uses power, aggression, intimidation, and threat of punishment as motivators. The coaching manager model uses personal goal setting, empathy, and confidence building to empower the direct report.
Failure: A traditional manager confronts their direct report if they have failed on a delivery. They may even threaten disciplinary measures (performance improvement plan) if the direct report is perceived as failing. A coaching manager will ask the direct report open ended questions to work through blocks, and set-backs in their work. The coaching manager and the client (direct report) will explore best options to remove, or minimize blocks, and come to agreement on next best steps.
One on One Meetings: In traditional 1:1 meeting the manager reviews progress one direct report projects, and deadlines. They may ask about any potential problems. Coaching manager 1:1’s are sessions. The burden is on the client (the direct report) to set the agenda. The focus is on goal setting, exploring best options, and agreeing on specific action the client will commit to.
Relationship: The traditional manager and direct report relationship is best described as power-based. Managers have more power, and can direct, or command the direct report. The coaching manager and client (direct report) relationship is based on empowerment. The coaching manager facilitates the client; they do not command them. The coaching manager encourages the client to arrive at their own solutions. The coaching manager provides value by opening up options.
Accountability: In traditional management the manager is held responsible for their direct reports. In the coaching manager approach, the client commits to specific goals, and action, and accepts accountability to deliver.
Goal: The primary goal in traditional management is driving direct reports to highest possible productivity. This is attempted through leveraging power, force of will, issuing directives, and even intimidation. The goal of the coaching manager model is empowering the direct report to be the best professional, and best person they can be. This is achieved through assessing the client, working with the client on a personal vision, mapping that vision into a workable plan, and then breaking that plan down into specific deliverables.

Management models based on power, aggression, and intimidation are disintegrating like a spent stogie. Young professionals, such as those called millennials, have grown up too smart to buy in to a system that diminishes their self-worth. A system that empowers our subordinates is indeed more respectful, and nurturing, but it is also a more efficient use of resources. Rather directing, or commanding subordinates, coaching mangers empower their subordinates to assess, and solve their own problems. As we shake free of the shackles of old school, power based management, the paradigm of the coaching manager provides an appealing, and fresh alternative.

The Coaching Manager: Part 12 - Client Responsibilities

The Coaching Manager: Part 11 - Coach Responsibilities

The Coaching Manager: Part 10 - Setting Direct Report Goals

The Coaching Manager: Part 9 – Traditional Manager V. Coaching Manager

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