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“Coach-like” Managers engage their employees 8 times more and have a positive impact on organizational learning culture!

By | Nicolas BEHBAHANI | Global People Analytics Leader @ Future of Work | Leading Global HR Analytics, Driving Business Growth

🔥 Coaching can deliver huge benefits to individuals, teams, and organizations and is also linked to higher individual performance and confidence, along with organizational benefits.

💡 Employees who feel like they have a coaching manager are eight times more likely to be highly engaged compared to their peers with managers who don’t take a coaching approach,

☝️ Managers need to maximize the drivers of coaching outcomes, readiness to be coached and the quality of the coaching relationship, by incorporating coaching skills into their management style.

Adding coach-like expectations to the workload of managers already stretched to their limits without providing additional support won’t help…but to become Coach-like, managers need only three ingredients: Time, Training and Support, according to a new interesting research published by Forrester using data 📊 from their internal clients.

✅All coaching method are not good !

Researchers found two important facts about Coaching:

1️⃣ Coaching is commonly used to describe many behaviors, few of which are actual coaching.

Many managers describe coaching as telling someone what to do, giving feedback, or teaching them how to do something (none of those are coaching). The misunderstanding of coaching stymies managers before they even start.

2️⃣ Managers and their direct reports are not clearly set up for successful coaching outcomes.

Research shows that a line-manager relationship dampens the impact on coaching outcomes. Why? The answer is obvious: Even when all other conditions are perfect, you have a high-quality, trusting relationship, and there is readiness and willingness to be coached — the power dynamic between a manager and their direct report inhibits the vulnerability that opens the door to the benefits of coaching.

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