When to Call in the Coach
By Mark David
Originally published in C2M Consulting to Management
March 2001, Volume 12
How does one know when an organization or an individual
needs help? One of the biggest problems that many
organizations face today is the fact that adults can't or
don't want to ask for help. Let's face it: asking for help
can be hard. Many folks feel that asking for help is a sign
of weakness or incompetence. But nothing could be further
from the truth.
As a coach of high-level executives, front-line managers,
and everyone in between, I have to admit that I understand
how they feel. The manager's internal self-talk says, "I am
a manager! I am being well-compensated to solve problems,
direct and lead people. I shouldn't need any help!" Well,
I've got news for all of those managers and executives and
I would like you to pass it on: It's O.K. to ask for help!
Asking for help is a proactive and solution-driven
activity. It's a sign of strength and should be praised and
encouraged. However, corporate consultants and executive
coaches have to realize that few of those who really need
our help will actually act on this need - even with
permission. It is our job to assess these needs, bring them
out into the open and offer our help.
One method of instantly sizing up a company or individual
is simply through observation. First, observe the
organization, department, team, etc. They will tell you
everything you need to know about a company and their
leader/manager. The team does this by their actions and
behaviors. All you have to do is watch.
Match employees' words to actions taken or not taken to
assess their performance level. As you observe, a composite
of their leader's effectiveness will appear. For example,
are projects completed on time? Are they done accurately?
Do team members behave in a professional manner? Or are
extensions a standard way of doing business? Do customers
and co-workers constantly have issues regarding
communication and professionalism? The performance and
behaviors of the team are a direct reflection of their
leader, manager, and coach.
The reason we see such a clear picture of the leader
painted by the team is because managers manage from their
level of experience and expertise. The team is a direct
reflection of this experience and expertise. As you monitor
and assess the behaviors of a team and/or manager, it is
wise to ask yourself these questions:
What types of groups/teams has this leader managed in the past?
What size of groups/teams has this leader managed in
the past?
What types of problems has this manager resolved in the
past?
What behavioral or disciplinary issues exist currently?
What are the strengths and weaknesses of this team
and/or manager currently?
Not only can we ask ourselves open-ended questions to
uncover reality, we can employ the age-old coaching tactic
of listening. Listen to the questions and answers that the
organization and those involved are bringing forth. What
are they telling you either directly or indirectly? Are
they saying the following?
The organization keeps making the same mistakes.
The organization keeps falling short of reaching its
goals.
The organization is late on deliverables.
The organization only wants to look at numbers and not
what lies beneath.
Individuals point fingers at others for their failures.
We're being micro-managed.
We have no support.
We're afraid to ask for help for fear of reprimand.
We don't trust or respect management.
We're not being developed.
This process of observation and assessment will allow you
to uncover specific areas where coaching and support are
needed.
Ironically, after observing many teams and their managers,
I find that quite often the reasons that coaching is needed
are the very same reasons why folks have trouble asking for
help in the first place. The first reason is a fear of the
truth. Many corporate cultures (as well as social and
political cultures ) tell us not to make waves. We are
literally told, "Don't rock the boat." In a culture like
this, the tendency is to keep issues and mistakes to
oneself for fear of the consequences. This situation is
common in corporate America. Problems and mistakes are
often buried instead of being brought to the surface.
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