Linda,
So right & thank you for pulling in transformational/transactional leadership into the discussion (I could talk all day about these!). I agree with you, especially as coaching connects to the individualized consideration & intellectual stimulation aspects of transformational approach.
And yes, managing is more like transactional. This is not a bad thing, it just needs to be balanced with coaching.
Ryan
I see coaching an employee similar to transformational leadership interaction and managing an employee is transactional. Coaching is assisting the potential of the employee. Managing is the accountability and data driven approach to job responsibilities.
A good coach will try to get the best out of all his people. He will show them their mistakes as opportunities for improvement and teach them the right way to do it.
Great observation Wayne. I think the key for managers is to continue doing things right, but also always retain the proper perspective on helping others & coaching.
Ryan
I think the difference lies in the intent. Both processes are designed to increase productivity. However, the management process is outcome focused and it's purpose is to affect a particular outcome. Whereas, coaching is focused on the individual and the purpose is to help that individual become more productive. What do others in the class think?
I feel that managing an employee happens on a daily basis, assigning projects, evaluating performances, communicating team needs, listening to complaints, brainstorming ideas - Coaching, however, happens when/if an employee is struggling or needs help in learning new skills, because of a desires for promotion or more responsibilities.
In the context of the classroom; in applying this idea to teaching college students, managing the classroom is keeping up with assignments, giving feedback on work performed, communicating subject, actively listening to students; coaching on the other hand would be to offer more support in a smaller setting for the student desiring a greater learning experience, or for someone struggling in the larger classroom setting.
I think the difference between managing and coaching comes down to a few simple things. Managers do things right, Coaches do the right thing.
Many times managers are consumed by the process of managing, I.E. do the reports, follow the orders of their superior, attend meetings about the last meet and discuss the next meeting. Coaching should allow the Manager to put aside the formal part of managing and teach the difference between right and wrong. A good coach should lead by example and never compromise when it comes time to do the right thing.
Managing and coaching aren't mutually exclusive. A manager who excels is one who also coaches. Coaching, however, by itself, isn't sufficient sufficient or a substitute for managing. Management is more comprehensive and likely includes coaching.
Ramon,
You are so right & I agree with your observation regarding the perception of training our replacement. Sadly, many of the managers I speak with about coaching tend to view this area as a "soft" area or "squishy." They state that they don't go in for the "feel good" stuff & just say things the way they are. We must get people to realize that coaches push for excellence as much as anyone else, they also demonstrate their concern for the other person.
Ryan
Ramon,
Thank you so much for the insightful response to the question. I think you bring up many good points within your post. As you point out, really good coaches are those who demonstrate a concern & passion for excellence & success, but always with an eye on helping every member of the team improve, grow & develop. This is coaching & needs to be applied much more to management & to classroom instruction & interaction with our students.
Thanks,
Ryan
I chose this class mainly because I have been using this terminology in my daily act ivies and wanted to see if I were on track with the professional view on the topic in the work place.
I am officially a teacher, professor, instructor, but I perceived a negative connotation with those titles akin to that of calling someone your boss or manager.
While struggling with this, I tried to look at my own experience and that of others and discovered in High School, students had more respect for the guy who was the History Teacher outside of the classroom when he was the assistant basketball coach.
Why is that I wondered.
I came to the conclusion that the Coach was on your side, he could be blunt, he could be harshly critical, yet you knew he was on your side and his goal was for you, the team, and himself to succeed. In fact he pushed you to be a champion, to think like a champion and to achieve more than you thought you could achieve yourself.
History was just a goal you had to meet to move on, whether you passed with a D or an A didn’t seem to matter so much.
Back on topic, I perceive that is how managers and the people we report to are seen. If we can see that our managers are for us and not against us, or just tolerating us because no one better has applied for the job we will see them as a coach, they will gain our trust and everyone can grow to their potential.
I chose this class mainly because I have been using this terminology in my daily act ivies and wanted to see if I were on track with the professional view on the topic in the work place.
I am officially a teacher, professor, instructor, but I perceived a negative connotation with those titles akin to that of calling someone your boss or manager.
While struggling with this, I tried to look at my own experience and that of others and discovered in High School, students had more respect for the guy who was the History Teacher outside of the classroom when he was the assistant basketball coach.
Why is that I wondered.
I came to the conclusion that the Coach was on your side, he could be blunt, he could be harshly critical, yet you knew he was on your side and his goal was for you, the team, and himself to succeed. In fact he pushed you to be a champion, to think like a champion and to achieve more than you thought you could achieve yourself.
History was just a goal you had to meet to move on, whether you passed with a D or an A didn’t seem to matter so much.
Back on topic, I perceive that is how managers and the people we report to are seen. If we can see that our managers are for us and not against us, or just tolerating us because no one better has applied for the job we will see them as a coach, they will gain our trust and everyone can grow to their potential.
I like your differentiation of leader vs. Manager and how that relates to the coach in the workplace.
There seems to be this pervasive thought that once one becomes management, they are so busy managing they are out of touch with the realities on the ground.
To me a leader/manager can demonstrate the skills as well as coach them.
We are told repeatedly in order to advance we must train our successor, it seems in an economy such as ours, there is a fear that one may be training their replacement rather than a successor.
It is often stated that you need more training but coworkers or managers are often too busy or reluctant to do the training because they then become doubly accountable.
Unless Coaching and training becomes a part of our business culture it always seems to be considered a waste of time or negatively impacting productive behavior, when in fact it could pay huge dividends and break down some of the competitive barriers building teams in the Me generation.
Coaching is praising for what is good and with a little change..it can be great. Tell the why of how it works.
Managing is keeping employee on task and monitoring employee
I think that it can be difficult for a manager to be a mentor without blurring lines that need to remain in tact to have an effective manager/employee relationship, but setting a strong example for employees and keeping an open door can also improve employee performance.
In my experience coaching is an opportunity to guide an employee to develop new skills to find greater success and achieve their goals,when managing is more of the day to day structure/guidance that you provide to employees to accomplish tasks set out by the organization. There are also many similarities.
Jennifer,
I think you captured a key point here. Too often, management seems to be about making the other person wrong or at least pointing out to them where they are wrong.
Coaching looks for the learning opportunities & seeks to help folks learn what's right about what they're doing.
Thanks,
Ryan
You're exactly right Mark. And the key I've found is to let them make mistakes, help them learn from them, & not punish them for these mistakes.
Ryan
I think coaching involves more encouragement than management. With coaching, you can approach the person as not only a coworker, but a source of encouragement and a resource as well. With management, sometimes the employee is too scared to go to the employer for help, whether it's because they don't want it to seem like they are lacking intelligence, or they don't want to be wrong in front of their manager/supervisor.
I tell my students to not be afraid of making mistakes. We learn far more from our mistakes than we do from our successes.
Well put Mark! I also think that the more we allow people to learn from mistakes & not punish them for these (as long as their new mistakes) then we are also coaching.
Ryan
