I am hearing from more and more organizations that they want to see their evolving leaders become skilled coaches. Putting aside some of the formal jargon and aspects of the coaching profession, what they are really saying is, we want our managers and supervisors to properly develop others within the culture of expectations and behaviors that the organization deems valued and important.
Some organizations welcome passionate and robust dialogue; others might get uncomfortable with any dialogue where voices are raised. Some companies like to promote from within; and have well-defined career paths and succession plans. Others might prefer to promote from within, but communicate infrequently as to how to advance.
Consider the manager that runs their department like a well-oiled machine. Team members know what is expected, deliver great performance and service, and perhaps are cross-trained. The leader seems willing to share responsibility – even if it means the team member experiences an occasional failure by not quite meeting the performance standard.
Yet, I also hear from evolving supervisors and managers that they struggle with “letting go.” “I do it myself because I know it will get done right.” Does that sound familiar? Some say, “There is not enough time to delegate. It will take too long to get done.” Or, “Those two do not get along, it’s better if I assign the work to someone else.”
A few years ago, I joined my family on a holiday train ride. I was looking forward to this, not so much for the train, but more so to enjoy some friendly conversation. Who could imagine that there would be a lesson in leadership on a train ride? Wearing a ball cap with my favorite team logo, a guy in the seat behind me asked if I was a big fan. “Of course,” I replied. As we talked, he was proud to share that he is a fan as well; and that he was related by marriage to one of the team’s coaches. This coach was responsible for the development of an evolving leader and positional star on the team. We had fun re-living some of our favorite plays. So too, we commiserated over some of the plays that went awry. Then, I asked, “Why would the coach put this player in a position to fail in certain situations. He knows his strengths and weaknesses better than anyone.” His answer took me by surprise, “He doesn’t want to see him fail; he wants to see what he has learned, and what he is capable of becoming.”
Today, this coach is a respected coach in a major sports league. And, partly to his credit, the player has continued his development to the point where he is recognized as not only a great talent, but a leader on the team.
Perhaps, we can take a cue from the sports coach. S/he cannot get on the field during game time. Players must play, and coaches must be good at teaching. If leaders in other organizations worked with the same mindset, there would likely be greater professional development and advancement.