Performance Improvement Analysis Coaching Is a Skill, Essay

Performance Improvement Analysis

Coaching is a skill, which people who manage or teach others realize the best and possible potential. There is a growing need for people to better their skills. This need is subject to grow in the future business world. Coaching can be defined as a tool, which managers can use in various different situations such as delegating, planning, and problem solving. Coaching provides the manager with a different perspective of persons. This is a more optimistic way than people are accustomed to doing. Not all managers can be great coaches from the start of their career. Just like any other new skill, it will take time and practice before it flows in a natural manner. Coaching appears to be simple for a few managers while for some it is not. However, the manager finds his own strategy to succeed as a coach to his followers with due practice. There is no single approach to successful coaching.

Coaching is an art and a skill that requires plenty of practice and a depth of understanding for one to demonstrate his/her full potential. Unlike the one-minute manager, business has no quick fixes to coaching. Time and practice are essential for success in coaching. Therefore, coaching refers to training, tutoring and giving hints to deliver results in vast measures via supportive ties between the coach and the subject by styles and means of communication (Silverman & Cober, 2005).

The first involves looking at the manager as a coach. Regularly, the manager has found himself struggling and fighting to get a job done. The business favors saving time over learning and quality. This made it hard for the manager to find time to coach, which made him feel that it would be easy to dictate. However, dictating has been categorized under the four traditional styles of management, which must be avoided by the coach.

The manager has pursued different traditional management approaches, which have made it difficult for him to become a coach. These styles include persuasion, dictation, abdication, and debating. Because this manager dictates, he tends to be in control of everything and the performer has no much choice. His persuasion has often left the performer wondering if he has any choice. As seen from their debating approach, the employee and the manager felt that they were involved at a slow pace. The abdication style made the worker feel obliged or dumped. The manager has positioned himself in all of these extremes, but coaching tends to be in a different category all together. It integrates the advantages from styles and risks (Houldsworth & Jirasinghe, 2010). When the manager coaches, subordinate will become aware of each element of the job and the required actions that enable him to imagine the success and decide to take responsibility. In return, the manager will listen to himself and understand what is happening, and will understand the action plan and offer support instead of threatening subordinates. Coaching neither deters the manager from absolute control of a situation nor make the subordinates take full responsibility. On the contrary, it will raise responsibility and awareness among the two.

For coaching to be effective, the manager should be seen as a support and not as a threat to his workers. The partnership must be built on safety, minimal pressure, and trust on both ends. This will enable the manager to become a successful coach with practice and time because not all managers are able to begin coaching immediately. Being a coach requires the highest qualities of integrity, detachment, and empathy, coupled with the willingness to embrace fundamentally diverse approaches in the workforce (Silverman & Cober, 2005).

Some reasons including technology, competition, culture, and demographic changes are forcing for more flexible and efficient response of businesses and managers. Staying abreast with the culture change requires one to be aware of competition while delivering the highest level of performance. The manager used to tell subordinates what he wants to be done, but now it will shift to people demanding and wanting to be treated differently. When the manager treats his subordinates differently and gives them want they want, it creates a promise of higher performance. The manager must have awareness and increase responsibility among his subordinates. As a manager, he must capitalize…