Coaching skill is a subset of management skill. Sound management involves planning, organizing, providing technical knowledge, and giving direction. Coaching is that part of management that does not involve telling people what to do as much as it involves helping people to see for themselves what they need to do. As a result, it can be a challenge to put on the “coaching hat.”

Coaching is a highly motivating, encouraging and lasting approach since individuals being coached are more aware of their choices and, as a result, take responsibility for their own development and are more committed to change.

Coaching Skills for Managers:

Partnering. Partnering involves conveying a sense of mutual respect. Partnering acknowledges that you, as coach, may not have all of the answers, but you provide an opportunity for others to clarify their thinking and needs.

Listening. Be careful about your selective listening (“hearing what you want to hear”) and be sure to convey that you are in fact listening (e.g., paraphrasing what you heard). Listening may also require that you not talk nearly as much as you normally would. Listening deeply involves hearing–not just the actual words, but hearing the individual’s interests and concerns behind the words.

Provide Context. Explain the context for the work to be performed by conveying the larger business strategy and how each person fits into the achievement of that strategy.

Facilitate Action. Facilitate others doing their job by harnessing resources, removing barriers and creating a supportive environment

Providing Feedback. Focus on behaviors and other facts when providing feedback. You are acting as a coach, not a psychologist delving into internal motivation. Address both strengths and needs, not just one side of the equation. Help individuals to zero in on specifics.

Developmental Planning. Don’t just wing-it. Help to identify developmental goals for individuals and the team, and work together to create an action plan.

Collaboration Support. Help others to resolve conflicts and increase collaboration, including working more effectively with others across the organization or on teams.

Encouraging/Motivating. As a coach, your role is to stimulate the desire to learn and achieve — not just tell people they need to learn and achieve.

Challenging. While being encouraging and motivating, you must also help individuals and teams to challenge themselves. For example, help them to envision specific, measurable levels of achievement that stretch beyond what they previously thought possible.

Self-Evaluating. Be self-aware of how well you are doing as a coach. In fact, occasionally ask those you are coaching how you are being helpful.