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Getting Coaching for Your Team

Source | www.edbatista.com

It’s common for a leader I’m working with to consider professional coaching for one or more of their employees, and I’ve explored this topic with clients many times over the years. (In my practice this typically involves a CEO and their executive team, but the issues discussed here are relevant for leaders at all levels of an organization.) In some cases this is simply because my client has found our work together valuable, and they believe that their employees could benefit from a similar relationship. In others they envision coaching as a means by which a specific employee could make the most of their potential or overcome a particular challenge.

While I believe that leaders should be able to coach as part of their repertoire [1], there are limits on the efficacy of coaching as a managerial tool. As I’ve noted before, “We invest in people, and being invested in someone means we care about them and want them to succeed… But if we invest in people, we’re attached to outcomes. We want something specific to happen.” [2] Good leaders find the right balance between investment and attachment, and as a result their employees feel like valued partners, not means to an end. But even when leaders strike that balance, there are inevitably gaps between the organization’s goals and individual employees’ interests and aspirations. This is where a professional coach can play a particularly helpful role as a third party, because in most circumstances the coach is unattached to any particular outcomes for the organization or the individual.

If you’re thinking about recommending coaching for your employees, here are a number of issues to consider that can affect the extent to which they embrace coaching as a source of support:

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