Are You Managing, Coaching, or Enforcing

Too often today, managers – whether supervisors, directors, or even owners – see their role as the creator and enforcer of rules. “Be on time…,” they tell their employees, “or I will have to write you up.” “Be a team player.” “Show initiative.” “Call on more prospects.” “Service the existing customer.” And so on.

More time is spent on dealing with the problems caused by the behaviors of some employees, than on trying to get the best from all employees. The Gallup studies suggested that average managers spend 60 to 75% of their time trying to correct deficiencies and weaknesses, while the most successful managers spend 60 – 75% of their time mentoring and coaching the best employees to even higher performance.

How much time is spent documenting deficient behaviors – and, why are these employees still on the payroll serving as an example to others that this kind of behavior is tolerated and accepted? If you keep employees with recurring performance issues, it says to other employees that it is acceptable, no matter what you SAY about it.

I remember watching John Madden as coach of the Oakland Raiders. While other teams had thick binders of rules and penalties, Madden had only three – first, be on time; second, pay attention; third, come dressed to play. Madden guided the Raiders to a 103-32-7 record, seven AFC Western Division titles and a Super Bowl win.

Madden did not manage, he coached his players. He assumed that the players were adults. If a player could not follow his three simple rules, the player had no place on the team. Madden set high standards, repeatedly telling players “the only yardstick for success our society has is being a champion. No one remembers anything else.”

Players understood and responded, giving Madden the best winning percentage of any head coach in NFL history. He was a catalyst for growth and change for both players and the team as a whole.

Managing

Managing — based on several recent research studies — is a process rather than a title or role. It involves assigning the things to be accomplished and putting in place follow-up measurements and systems to insure results. While correcting inadequate performance is a part of the process, even more important is reinforcing and rewarding the correct performance. Repeated problems involving a particular employee must result in replacement of the employee. Repeated problems involving a part of the system or the repeated failure of employees in a single role, means the system itself requires correction.

Coaching

Beyond managing, coaching requires looking at our systems as a dynamic state. In other words, we are never satisfied with things as they are, but continually look for ways to improve the system and performance within that system. The best coaches make it a two-way process involving employees in the process of creating and implementing incremental improvements in all aspects of the business.

The best manager/coaches are always questioning why things are done this way. Are there steps we are taking just because we’ve always done it that way, even though it is no longer necessary?

Are You Manager, Coach or Enforcer?

Do you ever find yourself lamenting that “people just don’t take responsibility anymore?” If so, take a closer look at your role and you’re likely to find you are spending most of your time as an enforcer. If so, the need for change is urgent.

If you are spending most of your time in the manager role, you have a real opportunity to improve your results by incorporating the coaching role.

In any case remember, the world and our business continues to change – just as all living things change. When change stops, so does life.