Organizations that expect their managers to be coaches see increased employee performance and a stronger organizational culture, according to new research by the Association for Talent Development.
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According to survey respondents in Managers as Coaches: Boosting Employee and Organizational Performance—which is sponsored by SalesFuel—90 percent of organizations expect at least some of their managers to coach their direct reports and 75 percent expect all of their managers to do so. Organizations that expect their managers to coach all their direct reports are significantly more likely to be high-performing companies.
Coaching uncovers the potential and aspirations of employees, and it helps managers find those employees roles and tasks that match their strengths and personal goals. “When employees are performing jobs that match their strengths, goals, and values, they perform better and are more likely to expend discretionary effort because they are highly engaged in the work,” says Sandi Maxey, senior vice president and manager of learning and professional development at Sandy Spring Bank, who is quoted in the report. “Everyone wins.”
The top barrier to effective coaching was not holding managers accountable for it, cited by 60 percent of respondents. Another barrier to effective coaching was managers not having strong skills in that area (54 percent).
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