7 October 2008
Managers don't have time to coach
More preparation and guidance required – for supervisors and their teams.
Approximately one-third of supervisors find that coaching employees is too time-consuming, according to a survey by global consultancy, BlessingWhite.
The study, “The Coaching Conundrum 2008”, is based on input from 2,041 employees and managers in 17 countries and explores a range of issues including coaching’s prevalence and effectiveness.
Managers must flex their coaching style to respond to the unique needs and talents of each team member.
North Americans less overwhelmed
Globally, the concern over the time spent coaching holds true, with 32% of managers identifying it as their biggest challenge.
Managers in the UK/Ireland and Australia/New Zealand were even more overwhelmed than their North American counterparts, with almost half (42%) indicating that coaching takes too long (see Figure 1, below).
Figure 1. "What is the biggest challenge you face in coaching others?"
What is the biggest challenge you face in coaching others? |
Asia |
Australia/ New Zealand |
Continental Europe |
North America |
UK/ Ireland |
Grand Total |
It takes too long. |
38% |
42% |
33% |
29% |
42% |
32% |
I don't have all the answers. |
27% |
23% |
33% |
30% |
30% |
30% |
I have too many direct reports. |
12% |
14% |
13% |
16% |
14% |
15% |
I am not sure where to start. |
6% |
12% |
14% |
9% |
5% |
9% |
I don't see the results of my efforts. |
12% |
5% |
4% |
10% |
5% |
9% |
I am not comfortable having coaching discussions. |
3% |
5% |
1% |
4% |
2% |
3% |
I don't like to coach. |
2% |
0% |
1% |
1% |
2% |
1% |
Coaching is not an event
Earlier today, the Hub spoke with BlessingWhite’s coaching practice leader, Cathy Earley (pictured, left), about the research. She believes that concerns about coaching taking too long are fueled by misperceptions about what coaching is and isn’t.
“These coaches lack not for energy and commitment, but focus and a clear understanding of what coaching is and is not."
According to the research findings, many coaches are given the job with inadequate preparation. “In some cases it’s little more than a pep talk," Earley says. Coaching may become time-consuming, Earley believes, because some managers get overly involved in their subordinate's work and feel like they need to solve all the problems.
Some of the survey responses – such as "I don’t have all the answers" – reflect managers’ uncertainty about their own coaching ability.
The widely held assumption that any successful executive is naturally an effective coach isn’t realistic.
Just a case of more effort needed?
"The time issue is the kind of complaint that could undermine managers’ willingness to continue coaching. This issue or perception needs to be addressed,” says Earley.
"Too many managers think of coaching as something they do in addition to getting their work done. Coaching is an effective way for managers to lead and communicate with their direct reports.
"Put another way – managers interact with their employees on a regular basis – it just takes a little effort, thought and practice to turn these routine interactions into coaching interactions," Earley says.
Building a trusting, supportive relationship
Coaching is not a “one size fits all” approach, Earley continues. "For coaching to have a positive impact, managers must flex their coaching style to respond to the unique needs and talents of each team member. The best coaches develop a trusting, supportive relationship and systematic approach based on the unique needs of each employee."
Such a relationship, Earley says, is fueled by conversation and good communication skills – connecting organizational messages and priorities with the daily work and employee’s role, listening and asking questions.
"When the relationship is there," Earley says "managers will be able to be more strategic, effective, and efficient in specific coaching interactions."
About the survey
The full survey results will be presented during November 2008 at various Blessingwhite events around the world.
Of the survey respondents, about half were managers and 70% of the respondents reside in North America. The survey was conducted between August and September 2008.
Have your say
How do you address any of your managers' unwillingness to continue coaching?
Are your managers encouraged to "develop a trusting, supportive relationship and systematic approach based on the unique needs of each employee"? How has your communication expertise helped managers face the challenges of coaching others?
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