In my article on Approaches to Management I described four different approaches to management: Manager as Doer/Technician; Manager as Conductor; Manager as Coach; and Manager as Working Leader. The use of a particular approach should be dictated by the business situation, with the organizational culture, the nature of the work, and the task-relevant maturity of the people being directed being the key situational variables.

The first two approaches are the "heroic" approaches in that so much revolves around the local line leader. The "post-heroic" or shared responsibility forms of management require different mental models relative to one's view of the role of the leader, work, and workers. Shared leadership requires genuine collaboration and coaching skills. In this and my next column I would like to explore the subject of coaching.

What Is Coaching?

Coaching is both a process and a relationship designed to enhance effectiveness and fulfillment for an individual or a group in an area of priority for them.

The objectives of coaching are to leave the person being coached:

In other words, as a result of the coaching the person being coached will not only be more skillful and excited about an area of interest; but, will also be able to make needed adjustments on his or her own, as well as to improve.

Recently I took a package of lessons to properly introduce me to the game of golf. My goal was to go on the links and have a good time without getting in people's way. In between my lessons I would religiously practice my hitting buckets of balls at the driving range. I would do well, and then all of a sudden the bottom would fall out. The frustration was exacerbated because I could not self-correct. I did not know what to do to get back in the groove.

I told my instructor that his initial coaching was not complete until I could self-correct. And even though it cost me an extra lesson, I now have a concept of what to do when my swing goes sour. I practice and play with these insights in mind in the hope of converting them to my "muscle memory". And as I continue to practice and play I hope to improve (self-generate).

Masterful Coaching

For masterful coaching to occur, four elements need to exist:

1. The person being coached wants to be coached in an area of priority for them.

2. The coach or prospective coach has to be seen as credible.

3. The coach is knowledgeable regarding the subject matter of the coaching.

4. The coach has the required coaching skills.

A demonstrated sense of caring, honesty and integrity, subject matter competence, and coaching skills are the key elements in establishing credibility.

Levels of Coaching

Pam Wiess of New Ventures west, a professional and personal coaching organization headquartered in San Francisco, has identified three levels of coaching. The three levels are:

Without being steeped in the subject matter of the coaching, someone with coaching skills can still help a person with her or his motivation to attain goals. But, the deeper levels of coaching cannot be achieved unless the coach has been there. That is, the coach is knowledgeable regarding the subject matter. For example, in my quest to play a decent game of golf, if my coach was not himself a very good golfer, he still might have been able to help me attain my goal by encouraging me to take prudent action, such as taking lessons, reading golf books, and practicing. But, through his coaching, he personally could not help me with the deeper levels of coaching. For masterful coaching to occur all four elements need to be present.

Next month we will look at the actual process and skills of coaching.