Blog Post: Can the Boss really be a good Coach (or do you need an outsider)?

Recently I was involved in an ongoing discussion on a training & development forum, regarding whether the boss could really be an effective coach.  Communicating back and forth got me thinking about the topic, and I believe some of these thoughts are worthy of discussing here.

Apparent problems of the boss as a coach

Basically, there were some who said that the boss couldn't make an effective coach, and here's why:  They believe the boss could not "compartmentalize" some of the things discussed.  In other words, they  feared the boss would allow things from coaching sessions to interfere with their judgement towards the employee back on the job.  They also wondered if there could really be open, confidential dialogue with the boss in a coaching situation.  They also thought the boss might be too close to the situation, and wouldn't be able to see the bigger picture, and would be too short-term focused.  Lastly, they thought the boss might be tainted by what they already knew of the coachee. Therefore, following this train of thought, the coach should be an outside person.

I disagree, and to me this is "old school" thinking.  For 20 years, we have been using a highly effective process that sets the boss up as a coach/mentor. 

The boss can learn to be an effective coach

A process should be in place that has both the coach (boss) and the coachee focusing on long-term behaviors.  When we run a class, say a 8-10 week class on supervision and leadership skills, the participants and their boss come up with a list of things that matter most to the job.  Then we all look at those things to be sure they are really capturing what aligns with the job and the organization.  Then we look at the gaps, and have the parties set SMART goals around those needs.  As the participant goes through the class, they have weekly meetings with their manager/coach, to review the progress on these agreed goals and behavior changes.  We have found that this really helps everyone focus on the important things. 

After these are over, participants and bosses often tell us the most valuable thing was these coaching meetings.  Actually, it is good training for both of them, as they learn about things they should have been addressing and reinforcing all along!

The boss/coach has to know what motivates a person

A good manager/leader will know how to align the motivation of his/her players to that of the organization, and therefore get the job done most effectively.  That takes really getting to know their people and what makes them tick.  The biggest problem with old school  thinking (Theory X management) - they don't really believe people want to develop and do a better job.  This attitude keeps them from being a good coach and servant leader.

But just because the boss has trouble compartmentalizing doesn't mean the whole coaching concept, as it applies to the boss, should be thrown out.  As stated, we have had great success, for nearly 20 years, in helping bosses learn to be more of an effective and proper coach.

The definition of a coach

Perhaps it goes to how we define a coach.  Is a coach someone who is not actually part of the winning team?  Is it someone from the outside, just for the purpose of an external viewpoint and keeping certain things confidential?  To keep the definition of coach close to the roots it came from, namely sports, the coach must be involved and be part of the team!

Therefore I think the type of external consultant/coach that is so popular now is actually something of a hybrid concept.  In its purest meaning (i.e., the sports world) a coach has a strong vested interest in winning, or in other words, they have the same goals.  An external consultant/coach doesn't usually have this to the same degree.  However, an outside facilitator can help you with a good structure and process for you to implement the right approach!

Now is this a challenge for most bosses?  Sure it is.  But it is nonetheless something to strive for.

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