The Manager as Coach: Tools for Teaching
By Jill Geisler, The Poynter Institute

Think about the best teachers in your life. Who were they? Your list may include traditional schoolmasters, but it may also draw from other areas: family, clergy, athletic coaches, friends, work supervisors, or military leaders.

There was something each of your best teachers did that connected with your needs and interests. And chances are, those best teachers had styles that were not identical to one another. But what they had in common was the ability to reach you.

What is the secret to good teaching? The best teachers help us discover, then celebrate the discovery with us. That process takes longer than simply telling people to listen, take notes, memorize, then parrot back the words.

The secret is coaching.

By its very nature, coaching is personal. And that is what makes it powerful. It is teaching tailored to the uniqueness of each student; a prescription, if you will, for their healthy growth.

Coaches are teachers who know their material well, and know their students equally well. They have an understanding of the student's current grasp of the subject. They know because they have asked questions. They have listened.

Managers have many responsibilities; coaching is among the most important. Coaching does not simply correct today's problem; it helps keep the problem from resurfacing. The employee not only understands the goal, but can teach it to others. Coaching may take longer than correcting, which is a "quick fix," but it is longer-lasting. It builds a body of understanding, and, if done well, helps build a workplace culture.

How does a manager shift from "corrections officer" to coach? It can be easier than you think. Here are some of the things coaches do:

1. Coaches know their students. They pay attention to their work and to them as human beings. They never make assumptions about the motives that drive the student's words or actions. They take time to learn the person's hopes, fears, and history.

2. Coaches check their egos at the door. They resist trying to impress a student with their knowledge. Their satisfaction comes not from hearing someone say "how do you know so much?" but in seeing the student grow his or her skills. When coaching is done well, learners believe they personally have discovered ideas and answers, hence, they may never acknowledge the coach's contribution. And that should be just fine with the coach.

3. Coaches ask questions. What are we aiming for in this story? What did you see out there? What did you like most about the assignment? What's causing you concern? How would you like to approach the problem? Who else might we want to include? Is there another way to look at this? What would happen if we turned things upside down?

4. Coaches listen completely. They resist the temptation to give instant advice or answers, even if they have them at the tip of their tongue. They give the student time to get a point out fully, and only then work to develop a coaching conversation. They resist phone calls, door knocks, and the errant material lying atop their desks. When coaching is underway, the most important gift a coach gives is complete attention.

5. Coaches are positive. They emphasize growth and goodness. They catch people doing things right and reward them with praise. Coaches are not insincere or flattering; they are genuine and specific in their praise. They give the student details about what is being praised and why. They do not shy away from honest feedback about things that need strengthening, but even critical feedback is framed in a non-threatening manner.

6. Coaches look for "teaching moments." Coaches are always on the alert for opportunities to reinforce values and skills. These are "teaching moments." They may happen in formal meetings or casual conversations; in bringing people together, in calling upon a person to share the "how I did it" of a success story with others, through department-wide memos or personal notes. But when it comes to "teaching moments," coaches are careful: they praise in public, and criticize in private.

7. Coaches inspire. Don't be frightened by that notion. You may not think of yourself as an inspirational figure, and your humility is laudable. But even the most humble leaders were known for their values. People around them knew what they stood for. What do you stand for? It can take courage to be inspirational, to overcome your own fears. You may fear public speaking, fear contradiction, or fear failure. If so, then seek out a coach to help you achieve the goal of inspiring others by your words and deeds.

8. Coaches are responsible risk-takers. Coaches know the rules of the road so well that they don't fear an occasional detour. They celebrate creativity that respects values but tries things a different way. They reward innovation. They aren't afraid to laugh at themselves or look foolish to help get an important point across. While helping others grow, they are always challenging themselves to do the same. They do not fear change or challenge. They do not hesitate to say "I'm sorry" when they make mistakes. And even the best coaches do.

Coaching, properly done, is immensely rewarding.

The student or employee is excited about learning, has greater mastery of material, and has enhanced self-confidence. A workplace with a coaching culture can be a better place to work; more positive, more value-and-quality driven, more humane.

There is no greater gift we can give to colleagues than the confidence that we believe in them and that they have earned it.

That is the coach's gift.