You are a manager, but are you a coach?
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I was talking to a SDM in an 1-on-1 check in. Me: “How is John doing?” - John is a new hire in the SDM’s team. SDM: “He struggled a bit in multi-tasking. He has two projects on his plate: an operational improvement project that depends on other team’s availability and a design/coding project he controls everything. But he said he could only work on one thing a time. If he was blocked on the ops project he just waited there. I think he could use the idle waiting time to work on the design/coding project.” Me: “So what suggestions do you give to John?” SDM: “I suggested he get better on his time management …” Me: “hmm, what you are doing in managing, you are not coaching. It is like you are telling a swimmer who wants to improve her performance to ‘swim faster!’ But how could she swim faster? A manager, in traditional terms, is someone who's responsible for controlling or administering all or part of a company. Their responsibilities typically include assigning tasks, setting deadlines, monitoring performance, and implementing the organization's established policies and protocols. The role of a manager is predominantly administrative and directive. On the other hand, a coach in the workplace is someone who focuses more on the development of their team members. While the manager directs, the coach guides. A coach's goal is to help their team reach their full potential, empowering them with the tools, skills, and knowledge they need to perform at their best. While managers are common in most organizations, good coaches are harder to find. Effective coaching requires a specific set of skills, including empathy, active listening, the ability to ask insightful questions, and the capacity to provide constructive feedback. It also demands a mindset that values growth, learning, and the development of others. In an ideal world, a manager could also be a great coach, combining the best aspects of both roles. They would not only assign tasks and ensure productivity but also support the professional growth and development of their team. While managers ensure that things get done, coaches ensure that things get done in a way that fosters personal growth, team unity, and long-term success. The challenge for organizations is to understand this difference, and work towards cultivating an environment that encourages both managerial effectiveness and a coaching culture.” SDM: “Nice… how can I coach John on time management then?” Me: “There are many ways you can try. For examples, you can start by shadowing John to observe how he spends his time. Then you can help him divide his work time into slots, so that he gets focused time on design/coding work in larger slots. He can use the smaller slots on ops work to avoid randomization…” SDM: “Got it. I will try to be a good coach!”