There is definitely a trend in coaching. Good for leaders. Good for talent. Good for underperformers. Too expensive for everyone else.
I generalise, of course. But there is a kernel of truth in it. A narrative that says coaching has to be deployed wisely, judiciously, selectively. Let’s have a pop at this myth!
Coaching not just for leaders
After the leaders, the second place that coaching is often deployed is for those who are struggling. “Let’s get them some coaching, to help them improve” Or “let’s try coaching, as a last resort before we move them on”. Both are statements I have heard recently.
Coaching can be very impactful for people who are struggling at work. It may flush out issues that haven’t yet been identified. It may draw out skills gaps, confidence gaps, and gaps in motivation. And as with leaders, if organised well it can be a safe and private environment for the team member to explore what is going on for them. If you would like to know more about coaching underperformers, this blog post may help.
So why just offer coaching to underperformers? Surely high performers could benefit equally. In a strengths-based organisation, nurturing those who are doing well is every bit as important as nurturing those who are struggling. Of the many “leadership” models, my least favourite is the situational leadership or skill/will matrix.
To find out more about coaching high performers, check out this blog post I wrote.
What bothers me about it is the assumption that the high skill/high will people just need to be left alone to get on with it. Autonomy is everything. But what about nurturing them? What about giving them coaching to help them improve even more? Potentially a big, missed opportunity.
Who are the excluded groups?
Probably too many to list here, and it varies sector by sector. Typically, leaders and underperformers are the two groups who are targeted, with others getting a few crumbs from the coaching table. Some examples include
NHS managers and senior consultants get coaching – nurses and junior doctors don’t
School leaders and chairs of governors get coaching – teachers often don’t
Senior managers in commercial organisations get coaching – front line staff often don’t
If your organisation is an exception to this rule – wonderful! Write in the comments below and share your great example!
Why is coaching not offered universally in organisations?
Perhaps the worry for the organisation is that coaching is a privilege, not a right. Or that there are limited funds and so focussing on a couple of key groups is priority.
The first statement isn’t true, or at least it shouldn’t be. Having the opportunity to work through our thoughts about any aspect of our job is important. As it doesn’t always happen in the busy-ness of the workplace, coaching is an ideal way to give team members time and place to reflect. It takes the pressure off managers to have to micromanage everything. And it gives team members the opportunity to work through their own strengths and challenges, in a way that they want to.
Also, offering coaching to all, rather than a select few, is a great, low-cost equalizer. Providing no-strings attached coaching sends an important set of messages to people in the organisation. We value you. We trust you to come up with your best ideas. We want you to be well and happy at work. Who wouldn’t want their employees to feel this way?
Final words
It may take some jumping through hoops to help everyone have access to regular coaching. And these are hoops that are well worth jumping through. Coaching, the research shows us, is one of the most impactful ways of people at work feeling valued and supported, and then being useful and productive. Not to mention happy!
For help organising coaching throughout the organisation, get in touch. We’d love to help!
Happy coaching!
Charlie
