Performance for Growth

I often get this question because once line managers get a grasp of what coaching is really about they see the benefits but also begin to see what they think are potential conflicts with their role as a line manager.
So what is coaching really about and why should line managers consider becoming better coaches. 
Put simply it is about helping people find their own solutions to problems or ideas for a way forward. The end result of this approach is that people gain increased awareness and self responsibility. The outcomes of these are higher performance, improved resilience against adversity, more determination to succeed. The longer term outcome is real development and life long learning. All of which most managers would agree are what they would desire from their staff.
The idea that seems to take most line managers by surprise is that when coaching, the coach does not give any solutions or guidance, even if they are an expert in the subject. Things you might hear are “How can this be right, I got where I am by being the expert and having all the right answers”?
Well that is probably true and in many situations you will still need to rely on that knowledge, but when coaching line managers must suppress that desire to help by giving the answer and become really great listeners and experts in asking powerful open questions. When managers can change their mindset and master the skills amazing changes can happen.
I have seen many managers go into practice sessions with very sceptical views and come out with significant shifts in mindset. The two most common experiences are, wow, when I was being coached it felt very productive, I have got some excellent new ideas of how to solve this problem, but my coach did not offer any suggestions, yet it felt very supportive.
When I tried to coach without giving suggestions it felt unnatural, I can see that this will take a bit of practice to get right, but I now know it is worth trying.
Apart from learning the approach and skills, the real key for managers is to create the right relationships with their people so that coaching is not only accepted but sort after. When trust and respect are present in the relationship the manager will still be able to discipline and give direction when required but also coach and develop when required, hence creating a very powerful high performance culture.

Find out more about Coaching Skills for Line Managers from Performance for Growth.

The publication of the MacLeod report, “Engaging for Success”, in Mar 2009, confirmed what many larger organizations have known for some time. Employees who are deemed to be highly “Engaged” out perform those who are less engaged in almost every critical area from quality of work, productivity, accident rate to attendance and advocacy. The report was commissioned by the previous government and at 100 pages long is one of the most in-depth studies made into employee engagement.  43% less absence, staff retention up by 87%, individual performance increased by 20%, business financial performance 4 times higher. These are just a small sample of the comparative benefits reported by organizations of having more engaged employees. So what can an organization do to increase the engagement of their employees and what role can HR play.There are four key areas where HR can take a major role, although it does depend somewhat upon how aware the senior management are of employee engagement.

Communicate, Educate, Inspire, Support.

Communicate:  Before any organization embarks on improving engagement they must be aware of what it is, what the benefits are and how to get it. There is a wealth of information now available and a huge amount of case studies showing real businesses getting real tangible results. HR can start this process of communication in many ways, find a sponsor on the board, make presentations to the board to raise awareness and create some desire. One of the key findings is that there needs to be real commitment from the top to make the changes required. Some have said that employee engagement represents a strategic opportunity for HR to re-establish the profession at the heart of business and organization success, rather then being seen as a cost centre or administrative centre. 

Educate:  Line managers are at the centre of what really makes the difference and they will need to be educated as to how their behaviours with direct reports have a direct correlation with levels of engagement. Once this is understood managers will need access to a wide range of tools, techniques and training to enable them to up-skill where required. HR may also have to ensure that only those with the right natural “talent” get to be in line management roles.

Inspire:  HR has a real opportunity to inspire others by developing the kind of organizational culture where engagement can thrive. Becoming champions themselves, aligning policy and building networks both internally and externally. Sharing success and creating a voice for employees.

Support:  Support is required in many ways but most importantly for those that will have to make the biggest changes. It may also mean providing support for those line managers who are unable to make the changes and recognition for those who can.

4 Line Manager Responsibilities:  Line managers have to do many things but there are three areas that really make the difference when it comes to building engaged employees.

Clarity & Stretch:  Engaging managers offer absolute clarity for what is expected from direct reports. They ensure it involves some stretch and are able to describe what great performance looks like. They know their people well and ensure where possible they match desire and skills to the work required.

Feedback & Coaching:Engaging managers are skilled at giving timely corrective feedback in a way that motivates towards change and are constantly finding ways to recognize opportunities to give praise and recognition for things done well. They are also skilled at helping direct reports find their own solutions as a way of facilitating development.

Efficient Work Design:Engaging managers know the work of their reports well and are actively involved in ensuring there is a constant challenge to make improvements and to ensure that people have the “right tools for the job” , where tools may be information systems.

Fairness & Respect:Engaging managers know their people well, regularly talk to them and have a genuine concern for their wellbeing. They treat each person as an individual and build strong relationships. This creates an environment where respect and fairness are the norm

BIS report uncovers compelling evidence

David MacLeod and Nita Clarke were commissioned by the Department for Business (BIS) to take an in-depth look at employee engagement and to report on its potential benefits for organisations and employees. The Secretary of State for Business, Lord Mandelson, encouraged the independent reviewers to examine whether a wider take up of engagement approaches could impact positively on UK competitiveness and performance, and meet the challenges of increased global competition.The independent reviewers’ answer is an unequivocal yes.
Since Autumn 2008 they have seen many examples of companies and organisations where performance and profitability have been transformed by employee engagement; they have met many employees who are only too keen to explain how their working lives have been transformed; and have read many studies which show a clear correlation between engagement and performance – and most importantly between improving engagement and improving performance.
The evidence is clear, engaged employees generate 43% more revenue than disengaged ones, 70% of engaged employees indicate they have a good understanding of how to meet customer needs and engaged employees are 87% less likely to leave their organisation.

The same sort of correlations can be found with most key metrics including productivity, lost time accidents etc, but the $1m dollar question is how do you increase employee engagement.
The answer came through very clear, aside from the need for senior management to communicate, the single most influencing factor is the behaviour of the employee’s direct Line Manager, and what’s more, there are some very clear behaviours and attitudes that make all the difference. How are your managers doing, do they know what makes the difference?, do they have the skills?, do they care? 
If you are interested in having your employees give 57% more discretionary effort or generate 43% more revenue or become 20% more productive then get in contact, our leadership and management programmes are fully aligned with driving engagement and if you want a specific programme to focus just on engagement we also do that. Click Here or call 044 (0)1189832017 for a no obligation discussion.