They train, consult and boost potential

Organisations are increasingly becoming aware of the effectiveness of coaching as a way of bringing out the best in people.

While coaching is not fail-proof, it appears to be the most effective way of achieving positive change when other approaches, such as consulting, training or counselling, produce disappointing results.

There is no doubt that coaching is here to stay, and that the new science in management impacts bottom lines in life and business realities. In South Africa, there are about 34 service providers in the coaching industry, as well as varying models and styles.

Management is about providing clear, concise focus on outcomes, and on business results and "deliverables". Leading is about inspiring and engaging teams towards bigger-picture realities.

Coaching is not training or consulting, but connecting personal potential in real-time terms to the roll-out of the business plan while paying attention to developing new behaviours, competencies and qualities. The aim is to improve leading capacity and influence capacity to become more effective, efficient, productive and profitable.

Coaching creates a self-correcting and self-governing skills set in the coachee. Managers, supervisors and foremen can all become work-performance coaches.

I often hear managers and leaders say they are coaching when, in fact, they are doing a simplified version of project management. They think this is coaching because it "feels different" to traditional management styles.

The difficulty comes when a manager has to wear the two hats in the world of work.

Percy, a technical manager, says: "It was difficult for me in the beginning, but when I consciously told myself and the person I was coaching that I was now wearing the 'coaching cap', it was much easier.

"Through coaching we can explore and discover new and better ways of doing things. I allow the coachee the opportunity to make decisions in my presence while I act as a mirror and reflect impact by asking questions from a different perspective, thus giving the person insight and depth of understanding.

"I make them think differently as a change agent, I guess. If I do not tell the person that I am changing caps for these sessions, they could feel threatened."

Enhanced creativity helps manager-coaches realise the best solutions they seek within and with their teams. A manager-coach is trained to use clarifiers to determine whether issues are urgent or important, whether the person is resistant, whether the interpretation is accurate and realistic, whether the person is conscious in their thinking process, and whether there is a need or an opportunity.

Peter, a human capital manager at a finance company, remembers the barriers to the coaching process being introduced into his company culture.

Says Peter: "Time was a big issue, or rather, the illusion that 'we don't have time around here'. Another factor was resistance to change, as there were a few managers who simply did not know or have all the facts and were not open to a new approach.

"There was a lack of support from the top leaders. Their silence had to change into affirmation and acceptance of the process before the team being trained believed in it. Never underestimate the power of influence wielded by the executive."

The role and functions of a coach-manager include being a facilitator of learning and its integration.

Another role is that of strategist. The coach-manager should help strategise the unfolding future and anticipate it before it happens.

Regarding the style of the coach-manager, one such manager said: "Speaking simply and directly was one of my greatest challenges in the beginning. I became far more self-confident in this area, which is another benefit of being a trained line manager-coach."

The coach-manager has to be proficient in engaging in provocative, conscious conversations. Asking dynamic, powerful questions lifts the conversation and thought direction. Enhancing self-confidence and delivery based on the 'I Can' approach is a wonderful way to move the process towards definable success.

While the coaching happens, the coach can measure the talent engagement too, and facilitate a deeper connection between personal performance and meaning.

Navigation of curiosity is another competency that is used in the coach-management approach, along with revealing reality versus idealism at all times, and working on closing the gaps by means of action steps.

Tebiso, a chief operating officer, says: "Coach-managers can help teams within a company to focus on the business drivers and connect the key process area to reality in more meaningful ways.

"In the new economy, it isn't sufficient to have supervisory and management skills. Coaching skills are an essential skill set for modern-day managers.

"Coaching engages like no other management science, in terms of developing people, evoking excellence and quality, and in creating a culture of continuous learning and improvement.

"In our challenging economy, successful leaders understand the importance of investing in the empowerment of their line managers, supervisors and foremen."