How may a line managers inhibit the effectiveness of external coaching?
03 Apr 2009Actions by line managers that can inhibit the effectiveness of this coaching work include complete disinterest in the person or coaching process, no clear brief, or an expectancy that I will “fix the person’s behaviour, approach or effectiveness at a stroke” of one coaching session. One of the most difficult areas to deal with is where the line manager gives me one brief for the work which is different from the brief that they have been prepared to give to the coachee. This often occurs when the line manager has an alternative, agenda for the employee such as wanting them to realise that their future career with the organisation is limited, wanting to use coaching as part of a proactive performance management ,disciplinary or capability process – just to tick off this supportive bit of the procedure rather than providing the coaching support with the genuine aim of helping them to improve and perform. At its worst line managers may engage us as coaches with the covert aim for them to leave the organisation. This could be an acceptable objective for coaching work provided that the coachee themselves is made aware of this agenda and that they can talk openly with me about it and the options that they are faced with both inside and outside the organisation.
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