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Bad Bosses Bark Out Orders, Good Bosses Coach Their Teams

Bad Bosses Bark Out Orders, Good Bosses Coach Their Teams

The 80/20 rule roughly states that the 80% of the value of what you are doing will be derived from the final 20% of the effort you put in. If you apply this principle to the task of leadership, that final 20% falls to the role of being a Coach. As leaders, we can learn that first 80% from blogs and books until we reach the last 20% gray area, coaching.

Effective coaching can make the team grow fast through self-reflection

While a Leader focuses on the here and the present, the coach is concerned with focusing on the future (what do you need to do) and the past (what could you have done better).

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Think of a good sports coach – they will discuss strategies with their team before they take the field and talk to them on the bench, but when they are on the field, they are not running beside them telling them what to do, that’s the role of the on the field Leader. Some leaders struggle with moving from a hands-on leadership to a coaching model where they can no longer control and/or influence the outcome but instead must sit back and watch the employee’s action unfold for themselves and work with them, post actions to set them up for success the next time.

In working with employees there are three tenets where a Coach needs to focus on to be successful.

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A good coach listens before speaking

A coach needs to listen to their employee before they speak. The easiest way to get this conversation going is to ask them “What do you think?” and wait and wait and wait. A good coach will not respond for at least 10 – 15 seconds and if nothing is said will simply reiterate the question or rephrase it. But they will not offer up their opinions or ideas until they have heard from their employees and have had them establish the direction for which the communication will occur.

By letting your employees speak first, the coach has established a level in trust in putting the needs and thoughts of the employee’s before their own with the hope that the employee can be more forthcoming in their responses. By introducing the “awkward pauses” of silence the employee will begin to realize that the onus is on them to speak first before either can move forward.

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A good coach asks the right and necessary questions

There are no right questions – there is only the coach and the employee – trying to establish a relationship of trust from which they can continue to build on. In the role of coach, when working with an employee, I will always have a notebook (not laptop or phone) with me to record what they are saying so I can start to draw the lines of the cause of any issues they might be having and filter out the symptoms. Visually this helps me so I can see everything laid out but this also helps the employees I talk to for one reason – “they can see everything I am writing is about them and this piques their interest”. If I were to record everything they were saying on my laptop or phone it would have a very different affect – on my laptop, there is a barrier between us where they cannot see what I am doing and only assume that my furious typing is for them, with a phone, the device is so small and close to my face, for all they know I could be playing a game.

If you don’t have a notebook, use a markerboard, this is another great tool that not only let’s you visualize the issues and determine the questions you need to ask and the cues you need to prompt for but let’s the employees see the pattern in their words to perhaps start asking their own questions.

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A good coach becomes the guide for others

The evolution of leadership is that of a guide. A guide knows the lay of the land and has a good idea of what should be done but they are there in a supporting role, they are there to bring the group back on track should they stray, they are not there to lead the way and do it all. Think back to the last time you had a guide on a trip – did they tell you everywhere you needed to go, where to step, what do to and what to eat? No, they gave you suggestions on directions, steered you when you veered off the path a little too far (but giving you room to explore) and only jumped in when you were about to eat something poisonous.

The same applies to a coach and employee relationship. The coach is there as a guide to help insulate the employee from catastrophic failure while letting the employee wander and try new ideas that could lead to some level of success or failure.

A good coach knows when to step back and urge an employee to give their idea a whirl, protecting them from the fall.

If you’re in a coaching relationship, either as the employee or the coach, and these principles are not in place, you will have a hard time establishing the level of foundation and trust necessary to help your employees grow. It’s from this foundation, this navigation of the grey areas that the really great coaches thrive in and turn good employees great. If done properly, the success of this relationship will be realized when the employee being coached has grown into a leader able to recognize that their success as a leader and as their team will not be measured by their overall deliverable strategy but by their ability to coach their employees through that final 20%.

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Greg Thomas

Software Architect

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Last Updated on March 23, 2021

Manage Your Energy so You Can Manage Your Time

Manage Your Energy so You Can Manage Your Time

One of the greatest ironies of this age is that while various gadgets like smartphones and netbooks allow you to multitask, it seems that you never manage to get things done. You are caught in the busyness trap. There’s just too much work to do in one day that sometimes you end up exhausted with half-finished tasks.

The problem lies in how to keep our energy level high to ensure that you finish at least one of your most important tasks for the day. There’s just not enough hours in a day and it’s not possible to be productive the whole time.

You need more than time management. You need energy management

1. Dispel the idea that you need to be a “morning person” to be productive

How many times have you heard (or read) this advice – wake up early so that you can do all the tasks at hand. There’s nothing wrong with that advice. It’s actually reeks of good common sense – start early, finish early. The thing is that technique alone won’t work with everyone. Especially not with people who are not morning larks.

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I should know because I was once deluded with the idea that I will be more productive if I get out of bed by 6 a.m. Like most of you Lifehackers, I’m always on the lookout for productivity hacks because I have a lot of things in my plate. I’m working full time as an editor for a news agency, while at the same time tending to my side business as a content marketing strategist. I’m also a travel blogger and oh yeah, I forgot, I also have a life.

I read a lot of productivity books and blogs looking for ways to make the most of my 24 hours. Most stories on productivity stress waking up early. So I did – and I was a major failure in that department – both in waking up early and finishing early.

2. Determine your “peak hours”

Energy management begins with looking for your most productive hours in a day. Getting attuned to your body clock won’t happen instantly but there’s a way around it.

Monitor your working habits for one week and list down the time when you managed to do the most work. Take note also of what you feel during those hours – do you feel energized or lethargic? Monitor this and you will find a pattern later on.

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My experiment with being a morning lark proved that ignoring my body clock and just doing it by disciplining myself to wake up before 8 a.m. will push me to be more productive. I thought that by writing blog posts and other reports in the morning that I would be finished by noon and use my lunch break for a quick gym session. That never happened. I was sleepy, distracted and couldn’t write jack before 10 a.m.

In fact that was one experiment that I shouldn’t have tried because I should know better. After all, I’ve been writing for a living for the last 15 years, and I have observed time and again that I write more –and better – in the afternoon and in evenings after supper. I’m a night owl. I might as well, accept it and work around it.

Just recently, I was so fired up by a certain idea that – even if I’m back home tired from work – I took out my netbook, wrote and published a 600-word blog post by 11 p.m. This is a bit extreme and one of my rare outbursts of energy, but it works for me.

3. Block those high-energy hours

Once you have a sense of that high-energy time, you can then mold your schedule so that your other less important tasks will be scheduled either before or after this designated productive time.

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Block them out in your calendar and use the high-energy hours for your high priority tasks – especially those that require more of your mental energy and focus. You also need to use these hours to any task that will bring you closer to you life’s goal.

If you are a morning person, you might want to schedule most business meetings before lunch time as it’s important to keep your mind sharp and focused. But nothing is set in stone. Sometimes you have to sacrifice those productive hours to attend to other personal stuff – like if you or your family members are sick or if you have to attend your son’s graduation.

That said, just remember to keep those productive times on your calendar. You may allow for some exemptions but stick to that schedule as much as possible.

There’s no right or wrong way of using this energy management technique because everything depends on your own personal circumstances. What you need to remember is that you have to accept what works for you – and not what other productivity gurus say you should do.

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Understanding your own body clock is the key to time management. Without it, you end up exhausted chasing a never-ending cycle of tasks and frustrations.

Featured photo credit: Collin Hardy via unsplash.com

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