know when to manage and when to coach
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Transcript of know when to manage and when to coach
Know when to Manage and when to Coach
Have you ever wondered why the head of a baseball team is
called the manager and the head of a basketball team is called
the coach?
Leading - Coaching
The answer has to do not just with the obvious
differences between the two sports, but also with
how the players are coached and managed
during the games.
Just as baseball and basketball are two very
different sports, coaching and managing are two
very different activities.
ONE HAS TO DO WITH DIRECTING,
THE OTHER HAS TO DO WITH TEACHING
“A Coach must never forget that he is a leader and not merely a person
with authority.” John Wooden
Leading - Coaching
Managing - Coaching
MANAGING is all about telling, directing, authority, immediate needs, and a specific outcome.
COACHING involves exploring, facilitating, partnership, long-term improvement, and many possible outcomes.
Manager
During a baseball game, the manager focuses primarily on strategy and managing the flow of the game. He decides
who pitches and when. He positions the players in the field based on the tendencies of the batter. And he relays commands to coaches, who then tell players when to
swing, when to take a pitch, and how to run the bases.
Coaching
In basketball, the coach has the same authority as a baseball manager, but he gets more involved with the action on the court. He calls out plays and defensive schemes to the players, but they are then free to implement those plays (using their skills and knowledge of the game)
as they see fit. During time-outs, the coach draws up plays on the clipboard. He offers encouragement, support, and suggestions. And he instructs players on how to react to many
possible outcomes depending on what the other team does.
Managing - Coaching
Obviously, the roles and responsibilities of a baseball manager and basketball coach overlap.
But while the baseball manager focuses on authority and directing,
the basketball coach works in more of a teaching/facilitating capacity.
What does all this have to do with
business leadership? In business, we have to be both
coaches and managers.
To lead effectively, we need to know
when to wear which hat.
Managing - Coaching
Managing
Managing involves a more directive, task-oriented style that
should only be used under certain
conditions. It usually produces the best results in a crisis situation, when
someone has never done the task before,
or when they have little or no confidence in their ability to get
it done.
Good management consists in showing
average people how to do the work of superior
people.
Coaching
Coaching is all about having someone believe in you and
encourage you, about getting valuable feedback, about seeing
things from new perspectives and setting your sights on new
horizons.
Coaching works best for developmental purposes,
especially when you have a team of competent
professionals already performing at a reasonably high level. Once you define
winning for your organization, team members may need your guidance and support. But in most cases
they shouldn’t need direction.
Managing - Coaching
Knowing when to direct, delegate or develop is critical to managerial effectiveness. Determine which style is appropriate based on the
task at hand rather than the individual. Often, people will need a combination of styles
depending on the complexity of the task assigned, their experience with the task, and the
competency levels required to complete it with excellence.
DIRECTDELEGATE
DEVELOP
DirectWhen the employee has low to moderate competence with the skills
and abilities needed to complete the task. Be sure to define excellence (what, how and when), and provide specifics (templates,
examples, etc.) so the person can achieve the desired outcome.
DIRECT WHEN A PERSON:
Is new in a role
Is new to the company
Has new ways of working
Has new job responsibilities
or tasks
Is new to the client/custome
r
DelegateWhen the employee has moderate to high competence. Again,
define excellence so both sides have clarity around the goal. Then let the employee determine the approach they will take and keep
you informed as to their progress. Ask questions and provide direction and specific support when necessary.
DELEGATE WHEN A PERSON:
Some experience in the role
A track record or competence
Similar ways of working
Confidence in their abilities
A sensitive task or client
DevelopWhen the employee has high competence and high commitment to the task. Then define excellence and get out of the way! Give plenty of recognition for successful completion of the task. Then determine
the person’s next challenge.
DIRECT WHEN A PERSON:
Has extensive experience
Has demonstrated evidence of competency
Is trying new approaches
Is growing new competences
Has experienced similar clients or task sensitivities
Sometimes we have to coach and
sometimes we have to manage. But the more time
we can spend delegating and developing, the
more effective we will be.