However, the special nature of the Manager-as-Coach relationship means that the coaching often takes place informally. At one end of the spectrum there will be managed schemes with formal coach training, supervision and the provision of coaching frameworks, at the other end there is the expectation that ‘coaching team members’ is part of the line manager’s job description without any specific support or set expectations how this should take place.Ĭoaching author Jenny Rogers (2012) suggested that except for the performance responsibility for the coachee, line manager coaching has much in common with executive coaching (which is usually delivered by external coaches).
In practice organisations use their managers as coaches with varying degrees of formality. Indeed many job advertisements list ‘coaching team members’ as responsibilities. According to the CIPD UK Learning and Development Survey (2015), the Manager-as-Coach model is ranked as one of the top three most effective learning and development interventions and is now widely used in the UK. Research has shown that line managers adopting coaching behaviours instead of an exclusively directive management style can contribute to increased performance, staff development, retention and achievement of organisational goals. What makes an effective Manager-as-Coach? Further, recommendations how organisation that plan a formal Manager-as-Coach model can support line managers of dispersed multi-cultural teams are made.
Best mac task manager 2016 series#
In this 3-article series findings on potential issues and best practice from existing research and practitioner literature are combined to shed light on the coaches’ skills requirements. The following questions spring to mind when considering the special requirements of this context: What are the coaching skills required for coaching direct reports remotely across cultures? How is the coaching best undertaken in terms of technology? What are the pitfalls to consider?Īlthough some research on managing virtual cross-cultural teams, virtual coaching and the Manager-as-Coach exists separately, line managing with a coaching style in a virtual and cross-cultural setting hasn’t been addressed specifically. Usually line managers are expected to master this task with very little appropriate support. All three of these dimensions have to be mastered for a successful coaching outcome. Global organisations that implement Manager-as-Coach programmes need to consider the special context these are set in: a challenging triangle consisting of the three dimensions ‘Manager-as-Coach relationship’, ‘coaching across cultures’ and ‘coaching virtually’. Apart from the informal use of coaching as a management style, many organisations implement formal ‘Manager-as-Coach’ programmes.
In parallel, the expectation of the line manager to act as a coach to their team members has become prevalent and many job descriptions mention coaching skills as a key requirement.
Equally, managers of co-located teams work across cultures due to an increasingly mobile and diverse workforce. Globalisation has resulted in the increase of virtual teams where managers have direct reports based in multiple locations - often with different cultural backgrounds. A number of developments have led to an increased complexity of the contemporary line managers’ task.
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