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.