The role of the manager is currently undergoing a transformation. Historically, managers embraced the role of coach and mentor. Through informal conversations during the commute to work, over a coffee break, or while enjoying a burger after hours, managers passed along crucial information and knowledge about the organization’s culture. Even more formal conversations, like one-on-one meetings and small group gatherings, transferred insight and understanding to employees. This invaluable information wasn’t found in textbooks, from a class, or over an app, but given from someone with years — decades even — of experience.
But today, tighter budgets, flatter organizations, a heavy workload, and too many direct reports often leave managers without the time — and sometimes without the skills — to shoulder the responsibility of being coach and mentor. And yet, this function remains critical to the long-term health and productivity of the organization.
This erosion in the role of the manager has not gone unnoticed. As part of a recent research project into how top executives view training and development programs, executives overwhelmingly said the most urgent problem they face is igniting their managers to coach employees. What’s more, it’s also the challenge where executives said they are most desperate to find and deploy effective solutions.
In response, my team has compiled six practical tips to help managers slip back into the role of coach as effortlessly and efficiently as possible.
Read full article on Harvard Business Review.