The quest to identify what makes a great manager is half as old as time! Actually, that’s not true. The 20th century was the starting point of taking management seriously as a skilled profession. And job mobility means that people can leave jobs, or to be more precise, leave their managers.
What is a great manager?
What makes a great manager? Not a good one, but a great one? And what has this got to do with coaching?
Gallup, the world’s largest polling organisation thinks it has the answers to both of these questions.
They carried out a survey of 1 million employees, and 30, 000 managers, in many sectors, and in many countries. And their conclusion was simple, or at least simply presented:
- If you answer YES to all of the 12 questions on the list below, you are being managed by a great manager
This list, now known as the Q12 list, makes great reading. When you read it, have a think to see how many of these items could also apply to great coaches:
Q12 GREAT MANAGER Questions
- Do I know what is expected of me?
- Do I have the materials and equipment I need to do my work right?
- Do I have the opportunity to do what I do best everyday?
- In the last 7 days, have I received recognition or praise for the work I have done?
- Does my supervisor or someone at work seem to care about me as a person?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the mission/purpose of my company make me feel my job is important?
- Are my co-workers committed to doing quality work?
- Do I have a best friend at work?
- In the last 6 months, has someone talked to me about my progress?
- This last year, have I hade the opportunity at work to learn and grow?
These questions describe a certain type of manager. One who listens. One who is genuinely interested in their team member. And one who offers genuine support and development opportunities.
The approach taken by the great managers is very much in the spirit of coaching. It is empowering the team member to understand their strengths and work on their areas of weakness. It is listening and valuing their opinions. And it is helping them see their pathways for continual improvement and long term goals.
How does this help me, as a manager?
If you manage people, think about the support moments. When are those moments that you are able to offer the sort of support that is implied by the questions? When are you able to hold back from being directive and offering instruction? And where are there opportunities to help your team member see their strengths?
Managers don’t have to learn to be highly skilled and advanced coaches in order to do this. (But we would love it if you would come and learn those things!). Managers can find ways to work with their team members in a way that is supportive, inclusive and gentle.
Last words
If this approach intrigues you, you don’t have to read the whole book where this research came from (“First break all the rules”, by Coffee and Buckingham). You have all the resources that you need, already. Some of these things are more about an attitude and an approach, rather than a skill.
But if you do want to engage with one thing, above all, to make a difference, it would be listening. Give time and space to listen well. It will do you no harm, and it may benefit your team member, a lot. No one ever went home from work complaining about their manager, saying “they just won’t stop listening!”
Happy managing!
Charlie
And if you need help moving from great management to great coach, see ouir coaching training event dates.
