Guidance on managerial coaching

1. Coaching Your Managers
by William P. Macaux, Ph.D. MBA
We hear a lot about executive coaching. It is provided by experts, often management psychologists, and it
can be quite relevant and helpful as I have indicated in an earlier article. However, there is another kind of
coaching that should be provided by all those who supervise the development of managers, i.e.
managerial coaching. Done well, it can be a great source of organizational capability building.
Some believe managerial coaching is uniquely relevant for the company's hi-potential, next-generation
leaders. Of course, we must nurture the talents of those whose promise has already been noticed, but I
have found that potential often manifests because of effective supervisory encouragement, feedback, and
coaching. Therefore, if we really wish to identify all of our “diamonds in the rough,” perhaps we must
create conditions for them to shine.
If you agree with this proposition, there remains the question of how to approach the practice of coaching.
I share some suggestions below. However, I would encourage you to remember that above and beyond
any guidance I offer, this is first and foremost a person to person conversation about developmental
matters that make a difference to both parties. The quality of the relationship and the dynamics of
interaction will determine more than anything else how helpful and effective your efforts are.
Managerial coaching is provided by one's supervisor and focuses on building
technical skills and practical managerial savvy. It aims to advance the
productive capacity of staff in their functional area of the business and to help
them learn about how to get things done through others and within the firm's
organizational structure and dynamics.
This is accomplished in periodic 1:1 meetings. It is not something that all
managers do naturally or do well. In fact, in recent annual surveys on talent
development by McKinsey & Company it was ranked as one of the biggest
"gaps" in most companies.
Therefore, my advice is that you do an honest gut check, and if you believe
such a gap exists in your firm, take action. A couple of supervisor work-shops can do a lot to promote this
skill and discipline at minimum expense.
Here is a summary overview of what to be mindful of in your practice of managerial coaching:
1. Clear your mind. Shift your attention from current preoccupations and be fully present mentally and
emotionally. Your first step is to engage and notice what’s going on with your coachee. An attitude of
patient curiosity will serve you well. Patience implies pace and attentive listening. Curiosity encourages
you to ask not only what but why.
2. Check alignment. Review the person’s current priorities and goals. It is fine to reference plans that
have been prepared in advance, but now is the time to check the person’s practical understanding of what
is in the plan, the relative priority of specific initiatives and goals, and his/her readiness (strategy,
motivation, skill) to take action.
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2. 3. Attend to nonverbals. Most of what people may be worrying about or reluctant to discuss will leak out
through their nonverbal communications. It is your job to notice what their nonverbal behavior is
expressing and inquire: E.g. “I sense that you may have some frustration about how this project is going.
Could you tell me a little more about that?”
4. Measure feedback. Offer feedback and advice in appropriate doses. Is it timely and relevant? How
would attention to this issue help at this time? Is it something that the person is in a position to act upon?
Will it require time to process and discuss? Are you prepared for defensive reactions and ready to provide
examples that exemplify issues or needs for change?
5. Find reason for encouragement. Recognizing obvious progress that draws on established strengths is
fine, but noticing efforts at change, learning, and growth are even more powerful. Problems and issues
represent opportunities for development. Notice and credit the person’s readiness to own issues,
acknowledge vulnerabilities, and address challenges.
6. Wrap up. Ask the person to summarize the key points from this discussion. Listen for alignment,
emphasis, and readiness to act. Notice and resolve any needs to correct misunderstandings, clarify
intentions, or to re-frame the significance of issues. Ask about any resource needs and critical
interdependencies.
Overall Meeting Dynamics
As with any meeting there is a beginning, a middle, and an end to a coaching session. Recognizing where
you are in the process and managing your time and joint priorities is an important part of your role as
coach. This will become more intuitive over time.
In the beginning, be alert to anxiety-based humor and diversions and don't let them hi-jack the joining
process. Model a quiet ease and let such behaviors pass. This will help relax the coachee as well, and soon
you will settle into the flow of the meeting.
Recognize in the middle period what is most important to discuss. As you hear the coachee discuss a goal,
strategy or issue, ask yourself what seems most challenging to him/her. Check it out and ask the person
what he/she would like to do about it. Be facilitative, ask questions that focus reflection and problem
solving, but if he/she is stuck don't hesitate to offer a point of view or advice.
Make sure that you allow time to close the meeting. Should the suggested wrap-up described above
surface a matter for discussion, you want to have a few minutes to address it. However, if the discussion
has been productive, and if you sense that your coachee has gotten what he/she needs from the middle
part, you need not try to fill the time. That can actually dilute the impact of what you have achieved.
If you have specific questions about how to apply the ideas presented here, please contact the author
at bill.macaux@generativityllc.com.
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Generativity LLC - Helping executives unleash their potential to lead and make a difference