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[MUSIC]
Welcome back.
This video begins our series on how to apply coaching strategies to managers.
In other words, coaching the coach.
We'll take a look at previous elements we've talked about.
Expectations, key performance indicators, goals, and how to make sure that managers
have their own performance practice in place with the people they supervise.
0:30
In this video, we're going to talk about the process of coaching,
and how that applies to coaching managers.
We'll review kind of all those previous elements we talked about, expectations,
key performance indicators, goals, and
how to make sure that managers have their own performance practice in place.
So there's a couple of things I really want to make sure we talk about.
So managers are employees just like anybody else is, right?
And so every position, just like we've talked about,
should have key performance indicators.
So every management role should have those.
1:22
That should relate to both productivity and to the performance of their team.
Now what is the difference here is that managers'
performance is highly influenced by the productivity and
effectiveness of their employees, right?
One of the best ways to ensure that managers recognize the connection
between their performance and their team's performance is to
hold managers accountable to having a consistent practice.
So when you think about this process that we put into place, right?
One of the key performance indicators for a manager should be
frequency of coaching, and documentation of coaching progress.
That should be a key element that you're evaluating for managers, right?
2:18
So when we get into management roles a lot of times what happens is people
still think of managers as functional experts.
Which I'm not suggesting that they shouldn't be.
But managers really are should become experts in developing the performance for
their team.
That's what we want them to be able to do, and so
if you're managing people who manage people, what I'm really recommending
here is that part of your process includes the ability for
you to measure their effectiveness at developing their team to achieve results.
Not just whether or not they hit the results, but are managers invested
in developing their people through a process to make sure that happens.
Okay, and so we want to definitely tie manager performance.
One of those key performance indicators to their coaching skill and
to their consistency of practice as it relates to coaching.
So what that means to me like in the simplest fashion is a KPI measurement
might be that every manager is meeting with every employee once every 30
days as calibrated by a report that summarizes their coaching, right?
That shows how many people they've met with, what the key items were,
what the progress was, etc.
I think that's an extremely important Important element to be considering
when we're talking about coaching and developing our managers.
So one of the other key elements here as we think about not just process but
practice, right?
Is what do managers do in terms of their coaching.
How well are they meeting with their people,
how consistent are they with their people, and
how able are they to develop the skills necessary to develop their team.
Okay, and in the next video that's what we're going to really talk about is that
that coaching skill set is something that you develop in your management team.
[LAUGH] Right?
And so how do you develop that?
How do you develop a manager as a coach not just as a functional expert?
But the process still has to be in place and
the process looks just like it does as if you were managing individual contributors.
There's purpose,
there's expectations, there are KPIs, there are individual goals, right?
And then we use coaching algebra which we're going to talk about in our next
video to really help us figure out how to help a manager
develop the performance of each person on their team.
I think that often times there's an assumption that
once someone becomes a manager, that somehow they are automatically amazing
at coaching people, and they're not.
And that's okay, but we have to put emphasis on the importance of developing
that skill as a part of our culture if we really want people to improve.
5:05
What happens in a lot of organizations is that some of organizations are very
successful and none of their managers coach, and
that works up until the point that the organization is no longer successful.
And then when we really have to dig deep and get managers into that skills set,it
takes things way back it slows down the train and
people go crazy they get really frustrated with that.
So developing skill set and expectation around coaching for managers really helps
you build the sustainable organizational model for performance, okay?
And so, you as someone who coaches and develops managers,
I really want to advise and counsel you to make sure that you are sure that
you are setting up that process for them just as you would for an employee.
So, in the next video, we're going to talk about what do you really do to develop
that skill, what are those conversations look like and
having hold managers accountable to the performance of their team members.
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In summary, the same process we use for
employees is the same process we use for managers when it comes to coaching.
We want to make sure that we set expectations,
we've identified KPI, individual goals, and we use coaching algebra.
We also want to make sure that we set expectations around coaching, and
we use reports to help track managers consistency and
in their interactions as it relates to coaching their team.
And we don't want to assume that managers are great coaches.
It's a skill set just like anything else that we need to develop and developing our
managers really builds a sustainable organizational model of performance.
So seeing that we want to develop the skill set in our managers to coach just as
much as coaching frontline employees is essential to the team performance that
you're looking for.
Kris PlachyCEO and Founder & Instructor, Leadership Coach, LLC &
