coaching: importance for leadership development and professional personnel development

8/8/2019 Coaching: Importance for leadership development and professional personnel development

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Coaching:Ecologically worthwhile ortemporary trend?

An interesting survey of the LAB Lachner Aden Beyer& Company shows the growing demand

Within the Anglophone region,especially within the USA, thepersonal coach was and still is astatus symbol, whereas in Ger-many laying claims to profes-sional support was seen as asymptom for weakness for along period of time.

Today this view has changedand most of the managers havean eye for the importance ofcoaching.

Over 90% of the managers re-gard coaching as ecologicallyworthwhile and helpful.

But merely 9% of the companiesare offering this as regulars oftheir personnel development

measures.

55% of the managers consulteda coach in the past. App. 31%are planning to be coachedwithin the upcoming year. Theseare the main results of the “16thLAB Managerpanel”, which wasmade by the international con-sulting company LAB LachnerAden Beyer & Company in co-operation with the businessmagazine „Wirtschaftswoche”.

It is barely ten years since coa-chings mostly were used for se-rious reasons, e.g. if transfer orspecial company leave of per-sonnel doesn’t even enter theequation because of the exper-tise or of contractual obligation.(often significant for chairmen).Coaching was the last resourcebefore capitulation.

Coaching is not counselling!

The positive experiences withcoaching within the English re-gion lead to a changed view oncoaching in Germany too. A fewyears ago this doesn’t even en-ter the equation, especially bythe male managers, becausethey compared it to “counsel-ling”. They were afraid to be in-doctrinated.

The support in realising someambitious aims and neglectingmodesty was and still is veryfamous in the USA. "Think big -you can do it if you really want"this is the popular conviction inthe USA.

With a professional Coach byones side one is able to bemore productive.

Even if the basis of informationabout topic, procedure and be-nefit of coaching could be few

Ronald M. HeuerConsultant

MACHWÜRTH TEAMInternational






and far between short in ourcountry, coaching is establishedas an important and helpful in-

strument for personnel devel-opment and became an originalpart of change management andorganisational processes.

Coaching isn’t a temporarytrend, but will become more andmore important for leadershipdevelopment. The trend leadsoff of standardised trainings toindividual qualification meas-ures. Up to now coaching wasreserved to the executive level,but now it become relevant forall specialists and members of

the executive staff based on thegrowing complexity within thebusiness and the private life it

will become more and more to amatter of course to call a spe-cialist in, who is able to give ahelpful and neutral reflectanceon the self-assessment.

The benefit is mainly seenwithin the personal support ofthe transforming skills of man-agers. Even in times of perma-nent changes it becomes moreand more important that man-agers are playing an active rolewithin these changes. The ca-pacity to understand that semi-nars and trainings are able tochange someone’s mind butthat they have to be supportedfor achieving the aims is cer-tainly conducive to the accep-tance of coaching. Such a skillcoaching is more and more ac-cepted and is not only used bythe high potentials.

Coaching is a question ofstrengthening the strength, iden-tifying the chances and breakingnew grounds.

It has to be clarified whether thecontent of the coaching has tobe kept in confidence or if the

results will be communicatedwith the superiors or with thepersonnel department to support

special individual further devel-opments.

Coaching is typically seen asprocess consulting and themanagers are braced for theirrole by giving feedback reflect-ing and by the common searchfor courses of action. This con-sulting could take place duringthe preparation or post process-ing of a regional meeting, whichis joined by the coach as an ob-server, too. In Addition to thisobservation of appraisal inter-views (sales interview, devel-opment interview or conflict dis-cussions) can be seen ascoaching, too. This observationshasve to be reflected afterwardsto introduce more effectivemethods and to develop the be-haviour skills.

Concerning advanced trainingscoaching became a must-see formanagers – even specialistsshould use this to develop them-selves from having the expertiseto using the competence. Regard-ing to this coaching is offered ad-ditionally in development pro-grammes as a further option. Amixture of training and coachingalways leads to success.

In such management develop-ment programmes coaching sup-ports the transfer of the content tothe person, who develops his be-haviour skills and embraced thelearned things afterwards. The pe-ron gets some feedback and foreach difficult situation a “re-hearsal room” and a dress re-hearsal.

A further interesting aspect: Themanager as a coach for their em-ployees. Empirically doing thesplits between the managing and

the coaching position is very diffi-cult. The reasons for this aremanifold.






managers… …are not an appropriate

coach …are not qualified to be a

coach

…do definitely have notenough time for coaching …do not take enough time

for coaching

Nevertheless it turned out to behelpful to introduce managers tothe methodically procedure andthe elements of coaching to op-timise their leadership skills andtheir personnel management.

Even though a precise verifica-tion of the Return on Invest-ment of coaching measures isvery difficult to prove, one cansee basic positive changes

within the behaviour, the envi-ronment anbd within the sphereof influence of a manager. Thisleads to better results referringthe company development.

After a process consulting or per-sonal coaching the coachees con-firm the functional and personalbenefit for their own further devel-opment.

That is for sure: within the growingfrequency of coachings they willbecome better.

Coaching as a temporarytrend? Apparently not! Coach-ing is rather seen as the trendwithin professional personneldevelopment.

MTI

coaching: importance for leadership development and professional personnel development

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