As managers, we often turn into persons that control how things are going, frequently interrogating whether the “job” has been done, and saying, from time to time, “Rater than telling someone to do something or explain how it is done, I’d do it myself”.  This may be attributable to our past experience, (it is worth noting that our first role models in corporate life influence us for quite a long time ☺), the need to be fast, to the lack of time to deeply study problems because of too high expectations and priorities of the professional life.

Whatever it is that triggers this situation, the result does not change. At this point, adding coaching skills to our mode of operation carries us to one step further as the leaders of the new world, where we are expected to manage the work and human resources, attaching equal importance to both. Coaching approach offers a very functional model to create teams that can, at times, discover their own cure rather than being a panacea manager. A great contributor in making coaching applicable and accepted in the business world, Sir John Whitmore, says that the challenges we face bring us closer to new thinking processes, and rather than giving instructions, coaching model is needed in the business world. 

By including coaching model in leadership approaches, we ensure that the potential of our human resource and the dynamism of differences are uncovered, and ideas of the team members as solution developers are revealed, thereby making them part of the solution and responsibilities.

Whitmore also says, “in order to reinforce the satisfaction in doing the job, it is necessary that the business world, which manages the employees in fear, to regain confidence. And clearly, as those that manage relations and expectations, we will be talking about coaching approach in leadership for a long time. / January 2018