As a manager, you were aware of what needed to be done, provided instruction on how to do it, and assessed employee performance. Command and control was the name of the game, and your objective was to lead and train staff who knew how the company operated and could duplicate its prior triumphs.
However, this does not stay true in modern society. What worked in the past is no longer a predictor of what will work in the future because rapid, continuous, and disruptive change is the norm.
Gone are the days when companies needed managers who fixate over traditional command-and-control practices. Modern managers have embraced something very different and something very new: a management style in which managers provide assistance and direction in ways that spark new vitality, ingenuity, and commitment among employees.
In short, managers are called to transform into coaches. Just as they discover their own leadership coaching styles. Here are three reasons why:
Coaching managers meet the new generations’ demands.
By 2025, twenty-seven percent (27%) of the workforce will be made up of the new generation, often known as Gen Z, which now makes up thirty percent (30%) of the world's population. Reality is the younger generations have higher standards for the managers and the businesses they work for, such as desiring 40% daily interactions with their managers and 60% frequent feedback and check-ins every week.
Coaching managers help the bottomline.
Everyone benefits from managers who have strong coaching skills. In fact, research shows that organizations whose managers have adopted a coaching approach have 130% more chances to witness stronger business results. Furthermore, they have 39% more chances of experiencing better employee results, including better engagement, higher productivity, and improved customer service.
Coaching managers drive employee engagement.
According to research by Fuel50 and Quantum Workplace, 85% of highly disengaged workers expressed that they did not receive enough coaching from their managers. As such, managers who invested in leadership coaching skills are 5.6% more likely to have engaged employees than those without coaching.
As a result, when employees are highly engaged and coached, they find a more positive reason to stay with their current employer — leading to lower turnover.
Managers who can coach at the same time are the new generation of business leaders. While not all managers were born to have coaching skills, almost anybody can become a better coach through the right tools and support.
