Crystallize Consulting Confirm Coaches As Managers Requires Quality Conversation

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Crystalize Consulting in a recent interview with Eleven Media confirmed their findings that coaching by managers in 2018 requires a high-quality conversion with those being coached in the workplace.

Historically high performing functional contributors in organisations, were often selected for management roles on the basis of their technical skills and their achievements. People skills did not rank highly on the decision criteria. However, research demonstrates that the ability to bring out the best in others has a profound effect on leadership effectiveness and business results. Daniel Goleman’s concept of emotional intelligence, and an increased appreciation of the need for ‘softer skills’ and people oriented skills in the workplace, highlight a shift in management and organizational priorities. Google set out to determine what makes a manager great at Google. By reviewing the comments from the annual employee survey and performance evaluations, the Project Oxygen team found ten common behaviors across high-scoring managers. The number one feature of great manager at Google is that they are a good coach. Technical skills ranked 7.

1. A good coach

2. Empowers team and does not micromanage

3. Creates an inclusive team environment, showing concern for success and well-being

4. Is productive and results-oriented

5. Is a good communicator — listens and shares information

6. Supports career development and discusses performance

7. Has a clear vision/strategy for the team

8. Has key technical skills to help advise the team

9. Collaborates across Google

10. Is a strong decision maker

View the reference article on Project Oxygen here:

Functional contributors alike are increasingly dissatisfied with the traditional command and control ‘boss’ style of management and consequently less enamored to their manager and disengage from their work. Managers recognize that the traditional command and control ‘boss’ style of management is less attractive and are becoming increasingly aware of the potential to improve their interpersonal or people skills in order to be more effective and productive within their organisations.

Modern managers require outstanding communication skills and the ability to deal with employees with cultural, generational, gender and educational diversity, many of whom no longer respond well to traditional, hierarchical, top-down decision making style of leadership. Often the best employees enhance their own development, act with integrity and courage, hold themselves accountable and achieve results rather than direction and control. They want to be coached by their manager rather than managed in the traditional way.

Yet not every manager has benefited from great leadership role models in their work and life nor possess innate leadership and coaching skills. Compounding the issue managers are rarely given any formal training in this critical area. However, these skills can be learned. Managers can learn a new, supportive, collaborative leadership style that ensures collaboration, builds trust, fosters team play, and improves individual and team performance. They can acquire the skills to become facilitators, empowers and developers of people in the workplace.

Yet this is not to say that managers should become a coach entirely – managers still need to manage their business. The role of manager as coach is about corrective or remedial coaching for performance deficits. It’s about guided discovery, encouraging and enhancing performance. Coaching offers a new way of relating that team members want, and managers need to be successful. It entails a new process of managing that allows for their own personal growth and development, as well as the skill enhancement and development of their team members. Through becoming a manager as coach, a manger can learn new styles of managing and communicating and in so doing creating the conditions that will enable team members to flourish in their role and career.

As a manager who coaches will be able to recognize when a coaching opportunity arises. Coaching is a high – quality conversation. It can occur in formal settings, where the manager and team member sit together in weekly sessions and work together on goals and actions plans for development. It can occur in regular team meetings and or team coaching sessions. Of course, coaching can also take place on an impromptu basis whenever the manager sees the need, or creates the opportunity for a coaching moment, for example, immediately after a team member presentation to the executive team.

Learn more about Crystallize Consulting via their website:

About Crystallize Consulting

Crystallize Consulting are Sydney based and recognised as a leading Australian executive & leadership coaching firm.

They bring a unique and outstanding combination of academic qualifications, significant working experience as leaders in public and private sector organisations, success in senior leadership roles and extensive life experience to support individuals and organisations to optimise leadership performance.

Their coaching approach is based on validated scientific theory and practice along with post graduate evidence based coaching qualifications across their team. This provides robustness to their consultancy and coaching programs which allows the measurement of ROI in all interventions throughout the coaching process.

The Crystallize Consulting approach is also bespoke for each client consulting engagement, as they know one size does not fit all. They systematically and methodically assess the unique characteristics of the system within which the client operates and develop customised solutions that meet the client exactly where they are at and take them to where they want to be.

Contact Info:
Name: Mr Tim Hicks
Organization: Crystallize Consulting
Address: L29, 2 Chifley Square, Sydney , NSW 2000, Australia
Phone: +61-2-9238-8033

Source: PressCable

Release ID: 428029