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How to train managers to become effective coaches.

Including a training module focused on coaching in a management development programme is one way of approaching the subject of training managers to become effective coaches. However it is not the complete answer and it is only likely to cover the basic technique, the communication and relationship skills required, the role and approach and to give some practice in peer coaching within the programme, if there is sufficient time available.
Explaining the basic technique or model of coaching whether it be the G.R.O.W. model, or C.O.A.C. H. model is an essential basic part of any module on coaching. However for line managers to develop into effective coaches they also need to understand the approaches and differences of other related techniques such as Mentoring, where the mentor provides the benefit of their wisdom and experience of the role and Organisation or of Counselling where the counsellor provides a positive listening ear and an objective sounding board to help the subject explore their thoughts and feelings about their situation and the issues that they are faced with.
The basic human relationship and communication skills required are the same whether you are considering the role of coaching, mentoring, counselling, training or developing people. These are the foundation skills required for any of these roles and need to be learned and assessed by any person wanting to get into them.
However the role itself is important to understand. It is one thing to be a non-directive coach working with employees from outside the Organisation but it is very different to be in the role of both line managing, coaching and performance managing a person. It is different again to be coaching with a peer or to have the role of being an internal coach to other people inside your organisation for whom you don’t have line management responsibility.
The way that people learn comprehensively about these roles is by acquiring the technique, practicing the coaching process, establishing coaching relationships and learning by experience and from the guidance of more experienced coaches or mentors who would monitor your coaching work and provide the appropriate support and challenge to you as you gain experience and confidence. The sorts of areas that it is important for a coach to truly understand if they are to become effective are these:-
• Confidentiality
• Trusted relationships, establishing empathy and rapport
• When and how to support and challenge
• Whole life issues and work/life balance
• Taking responsibility for learning, growing and performing
• Note taking and time management of sessions
• Dealing with difficulties and knowing when and how to withdraw or to refer coaching subjects on to another.
If you consider the scope and complexity of learning these aspects of coaching you will appreciate that these effective skills can only be acquired with guidance, experience and supported practice over time – rather than by attendance on just one management training module on the subject.