Coaching in the Corporate World:

Outside of the workplace, coaching is a type of assistance in which a coach, usually a trained individual, helps a client achieve a certain goal or set of goals. Coaching has recently been characterized as the ability to unleash one’s full potential in order to maximize performance. External consultants used to be widely recruited in firms, but they were generally limited to selected executives or high-performing staff, resulting in a small-scale, short-term program. Furthermore, as coaching has become a crucial part of developing the learning culture, the concept of a manager as a coach is becoming increasingly significant. While this is a high-level strategy, most leaders will require support in addressing this new norm, and traditional training and development programs will only be effective if they are supplemented with hands-on experience. But why do managers fail to be effective coaches?

Traditional Managers Hate Coaching:

Leaders used to be more at ease dealing with performance issues by simply telling their subordinates what to do. Newer generations, it has recently been discovered, do not prefer this way. Senior leaders who are accustomed to the traditional command and control method, on the other hand, may face psychological difficulties as a result of losing their most familiar leadership tool: proclaiming their power, which is one of the main reasons why many leaders dislike doing employee coaching. It’s also worth noting that CEOs claimed coaching was their least favorite method in a research since they didn’t have time for the slow and difficult process of guiding and developing employees. Simultaneously, while most leaders recognize the importance of probing and listening more during coaching sessions, this seldom happens since leaders unintentionally take command of coaching sessions, relying on assumptions based on previous encounters with their employees.

Areas of ambiguity when being coached by a manager:

Trust; the willingness of an employee to be vulnerable towards their line manager is considered as a significant aspect in the relationship in the context of coaching. Along with trust, there’s also confidentiality, which is normally less of an issue when dealing with an external coach than when working with one’s own line manager. Because perfect confidentiality between a manager and an employee is impossible to achieve, it’s crucial to clearly out what will and won’t be kept private. Furthermore, leaders who have developed unethical work habits that have not been corrected by management are more likely to pass those patterns on to their subordinates through coaching, which will reduce efficiency. As a result, effective coaching between a line manager and a subordinate is unusual.

Where can coaching be found elsewhere in a corporation:

The ideal option for a favorable outcome is for the employee to be empowered with numerous choices of coaches within a business, since this allows the employee to feel comfortable sharing their opinions. This is not always a coaching limitation, but rather the best strategy for achieving the best results.

However, there are couple of choices available to employees for getting coaching in a corporate setting, such as Group coaching, especially while focusing on tasks or business growth, or Peer to peer coaching, which also helps juniors to practice and nurture coaching.