Clayton,
this is a great synopsis of the two positions & we need to acknowledge that we can do both.
Ryan Meers, Ph.D.
A manager is a functional position and is task driven. Whereas a coach is leadership position and is more focused on improving performance.
Cynthia,
I agree that the effective leader has both skill sets & can work well in both.
Ryan Meers, Ph.D.
An effective supervisor MUST be competent and eventually comfortable in BOTH roles, manager and coach. You are only as good as your weakest link and the balancing of the two "hats" will determine your effectiveness and success as a manager. Additionally, but just as important, in being able to function in both roles is the ability to know when to function in which role.
There are many differences between managing and coaching an employee. I believe the first difference between coaching and managing an employee is the attitude the employee and manager have in the relationship. If neither the employee nor the manager want to coach or be coached, then the situation roots itself into a managing position. If the employee and coach both show a desire to learn and grow from a situation, then the manager can coach the employee instead of managing. Coaching an employee resolves around a respect relationship where both parties can trust each other. It is like a parent trying to teach their child a new skill or develop them into a better person. Managing a person is what must be done when a subordinate is not willing to push themselves to grow and learn new skills with the guidance of a coach. Managing involves more direct contact of “do this†or “don’t do that†while coaching revolves around guidance and letting the subordinate make guided choices one their own accord.
I agree with the dual roles in order for a supervisor to be effective in his/her capacity as a good leader and positive role model.
Working with employees everyday gives a supervisor an insight into what makes a person "tick". Being able to use that person's strengths for the good of the group will definitely improve the morale of that person and of the whole group and coaching can be accomnplished easier.
New employees should be given the benefit of the doubt at first and shown that they are trusted to perform well in their assigned tasks and that will give them a clear definition of the expectations and goals of their supervisor and sets the bar for them.
Recognition sometimes goes father than a momatary rewad.I like knowing that i did a good job, it makes me more confident to take on more respnsibility. And if i didnt do something up to par a hand of help goes a lomg way instead f being scolded
My worry is whether a supervisor is encouraging growth by delegating a project or duty for the benefit of the employee or if the manager is just passing off duties they do not like to complete or do not know how to complete [which I have seen and unfortunately experienced as a subordinate first hand in my career].
Delegating to encourage growth is imperative for true coaching and employee success, but passing off duties because you can, is not acceptable.
Coaching is a very proactive way to empower the employee and develop a new leader.
Coaching engages the employee to perform better and be more company loyal. It does provide the employee with being valued.
Tangee,
yes, there are many definitions of coaching currently in the marketplace. I would agree that in our coaching we encourage our subordinates & want to see them develop & honestly delegation is one way that this can be accomplished. We can find tasks that fit their developmental plan & delegate to them, in order to get them even more experience.
Ryan Meers, Ph.D.
In my opinion, coaching is encouragement and growth, whereas managing is simply "telling" someone what to do and how to do it.
Coaching involves all parties to give feedback and discussion; managing is simply delegating or in many cases, watching every move of an employee.
During this CE, coaching was described as being used to help an associate better delegate their duties onto their own subordinates. I have to say, I completely disagree with this means of coaching. That (delegating) is managing and not encouraging. I have always wanted those working under me to "want" my position when I move up the chain. I want them to learn and grow and support me as I do the same.
When I think of coaching, I think of assisting someone with new ways of handling what they consider difficult situations in the work environment. Giving them encouragement to present in front of a group; helping them find new forms of communication with their superiors or their team members; or simply being their go-to person with work-related concerns.
Michael,
yes, coaching & management are not the same thing but they can provide a powerful combination when done effectively.
Ryan Meers, Ph.D.
Coaching is a trust based partnership where both parties mutually affirm the same level of commitment to an outcome. The level of intensity or focus can wain now and again but coaches look for long-term and sustainable behavior alteration.
Managers focus mechanically on the function of duties and the results of actions, policy or tasks. Independently, coaching and managing are not entirely effective but a delicate blend of the two creates Leadership. The culmination of coaching and managing inspires results, consistency, and trust and eventually results. Relationships are strengthened and the quality of culture improves for all parties.
Joshua,
yes, I would agree that managing is much more task focused whereas coaching is more relationship or person focused.
Ryan Meers, Ph.D.
My opinion on the difference between coaching and managing an employee is; Coaching is helping improve your employees abilities and work aptitude; Where managing is scheduling and making sure employees are working.
Coaching an employee and managing an employee are two completely different things. Coaching takes more time and needs to be documented in order for it to work. A good Manager will know the difference and meet with their employees to give feedback weekly based upon metrics and employees needs.
Coaching provides specific feedback to the employee that is being coached. Its goal is to the improve job performance or skills. Usually coaching lasts for a short period of time, or as needed for the specific employee, mainly focusing on immediate problems and helping the individual benefit from various learning opportunities. The coach is there to assist his or her team to reach its full potential. The coach guides and helps to provide direction. He or she may suggest areas for self-improvement, how to improve teamwork or to identify additional training that is needed.
The traditional definition of a manager is someone that plans, organizes and controls. The manager plans what work will be done and when, who will be doing that work and will ensure that the work is done properly. Management is all about achieving objectives through other people. Coaching fills a similar role, but while the manager will actively focus on how to achieve the desired outcome, the coach provides the team with tools to empower them to reach their goals.
The manager has to ensure that the wheels keep turning. Management must monitor the performance of the work unit to ensure that everything proceeds smoothly. The coach does not have the control function. The coach may also monitor the performance of the team or of the individual to identify where skills need to be sharpened or where additional training is required. The coach will provide direction but is not involved in the control of the operation.
Coaching and managing require very different mind-sets and managers in traditional environments often find it difficult to achieve the transition from manager to coach.
Gaird,
I like this summation of the two perspectives. Managing is definitely more task oriented while coaching is more about the relationship.
Ryan Meers, Ph.D.
To an employee to "manage" them can mean telling them what or how they should act or do their job and to "coach" them is more of a two way conversation. Listening , giving feedback and sometimes bringing to light what the employee already knows and helping find ways to improve or be more productive.
Tabitha,
this is a good analysis, coaching is really about the long-term development of the employee while managing is focused on more immediate tasks.
Ryan Meers, Ph.D.
Managing is ensuring people the jobs they have been trained to do and know very well, just need to manage them to ensure they are folling all rules and doing their job right. Coaching would be to have your already knowledable employee better their career an d job and sometimes point out things they are doing wrong, because some may not see what they are doing wrong.
