Seven practices to develop a coaching managerial style

We like what the manager says, but not the way she says it. This does not generate trust and credibility. It is not enough to have high ambitions for creating value in the organization. Employees must also experience their workplace as a workshop where they can develop themselves and learn to live a full and meaningful life.

Employees must experience success and personal rewards at work. Rewards can include experiencing good team camaraderie or having more time to think about development.

4. Super Management and Mastering - Managers shouldn’t try to control what cannot be controlled. Ultimately, it is up to the individual to decide what to think and how to act. Employees must be directed to manage themselves. They must be competent in their own self-management.

Individuals often have resources and “hidden” talents, but many ruin their chances with negative thoughts and negative comments about themselves.

“I am not really that competent, the others have just not realized it yet.” Good self-management entails asking the following question: “Am I telling myself the truth or have I just convinced myself it is the truth?”

To achieve good self-management, individuals need good helpers who can support and challenge through central questions. The object is to become competent in cognitive leadership, in other words, direct our thoughts. If we don’t take control of our thoughts, our thoughts will take control of us.

A coaching manager provides their employees with positive experiences of mastering, so they can develop a belief in their ability to master.

5. Manager as a Role Model - A test of good leadership consists of two questions. First: Is the manager credible? Does the manager back up her talk with action? Secondly: Does my boss wish me well? Does my boss want me to succeed?

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