Source | www.forbes.com | Jack Zenger
Today organizations are encouraging more frequent conversations between bosses and their subordinates, which are perceived as being far more effective than the traditional annual performance review. However, many have found that such conversations can become awkward when the subordinate is a seasoned professional; that person is extremely experienced, highly competent, possesses high self-esteem, and nearly always wants to be treated as an equal. Applying the research of Daniel Pink from his book Drive, this individual invariably has high mastery of their work, wants to have greater autonomy, and is longing for greater purpose and meaning from their job.
The business world has adopted the term “coaching” to describe these periodic, frequent discussions between a boss and subordinate. I submit that the first thing that must happen for the boss who is coaching a seasoned subordinate is to develop a totally new mindset regarding the nature and meaning of business coaching.
In the athletic world, coaches are more knowledgeable and experienced in the sport than the athletes. The coach is passing on information to a novice player and is often highly authoritarian. That information is intended to help the player perform at a higher level.
In a business setting, that sports conception of coaching must be dispelled – erased – dramatically reformed. Instead, the definition of business coaching is: “Interactions that help the person being coached to expand awareness, discover superior solutions, and make and implement better decisions.” Note that there is no hint of advice giving or instructing. It is about expanding someone’s conception of a practice or problem, discovery by the person being coached of better solutions, and finally, implementation of those better decisions.