As managers and leaders, we are all faced with great challenges—getting results through others. You have probably heard the expressions “get the most out of your people” and “tap your hidden potential etc.” In the busyness of your personal and professional lives, and while living in a so-called microwave society where wanting results now can over shadow the essence of the people you lead, you can become numb to the power of these statements. So, you need to stop, take stock and ask yourself, “Am I truly influencing my employees?” If you are ever to truly leverage and grow, it is very important that you take the time to evaluate the talent or lack of talent that surrounds you and the processes by which you influence others.
Until you truly believe that your people possess more capability or potential than they are currently demonstrating, you will find it very difficult to help them demonstrate that capability. If you can’t help them in this way, you will limit your own growth, your own potential by having to do most of the work on your own. Try to think of your people in terms of their potential, not their performance. This is a fundamental shift you must make because it will fundamentally fuel how you operate and strategically manage your staff. To get the most out of your people, you must truly believe that they have the capability to succeed—and you must get them to believe this as well. To use coaching successfully you need to adopt an optimistic view—the belief that the talent exists and that you will cultivate this talent. Pretending to be optimistic is insufficient because your genuine beliefs are conveyed in many subtle ways in which you may be unaware that can be detrimental to your efforts.
It is often said that managing is a science—i.e., setting goals, developing systems, controls, processes, budgeting, hiring and firing, etc.—in which the manager usually plays the role of the expert. Coaching, on the other hand, is more of an art in that it requires unique attention and awareness to the needs and potential of individuals you hope to lead. The coach plays less the role of teacher and expert and more the role of facilitator, counselor, sounding board, awareness raiser and “stretch” coordinator.
A manager might keep things moving, a coach adds color, inspiration, depth, and possibilities to the organization. Both are important.