With the uncertainty that still exists around, “what’s next”, COVID, flu season, war, threats, politics, and how we work, leaders are looking, more and more, to coaches for a dependable, reliable, impartial, skill enhancing, confidential relationship that can form part of their personal Board of Directors.
If you’re like me you've got some passion around the things that you're doing. You’re doing them because you believe in them, you want to see them through and you believe there is value in doing them. You get all wrapped up in the work you're doing. You’re passionate about the work. Then, things change, you’re asked to move in a significantly different direction.
Being a coach to your team provides a number of things the other roles do not. In this role you help your people find their own answers - this takes you out of the know it all or go to person role (scary?). When your people find their own answers they generate a higher level of trust in themselves - they grow. As they grow they develop a depth and a strength of character that allows them to reach further and out perform their own past best outcomes.
Would it surprise you to know that 70% of leaders rate themselves as inspiring and motivating? You know how this goes, right. On the other side of that coin, 82% of employees see their leaders as fundamentally uninspiring (Gallup). 65% of employees would forego a pay raise if it meant seeing their leader fired (Forbes). When people who are a responsible for others in an organization confuse managing for leading, you get these kinds of results.
I want to share something with you today about the 3 hats you wear as a new manager, seasoned veteran manager or small business owner - if you are responsible for people in an organization, any organization, your role has three parts:
Managing people for performance
Leading people and inspiring them to follow
Coaching people and helping them grow and develop
