Command and control isn’t the only way to relate to employees, nor is it the best approach when you want to engender staff who are more creative or empowered. Coaching skills also help managers demonstrate their interest in their employees, a key factor for retaining and engaging employees.
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Employee retention isn’t just about making sure employees don’t leave. It’s about ensuring employees feel invested in. Not just “productively utilized,” but supported, engaged, heard, trusted—effectively connected to their work by the opportunity to deploy their strengths.
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One way that coaching stands out from other types of performance focused conversations is its inherent perspective on who has the answers. So, if you’re tired from “coaching” your employees, maybe it’s because you’re working too hard giving answers instead of asking questions that elicit the solutions from employees’ unique experience.
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Georgia A. Thomas serves at the Internal Revenue Service (IRS) as the organization’s Southeast and Southwest Area Manager, Communication and Stakeholder Outreach (CSO), Field Operations. Here is our Federal Spotlight interview.
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As someone’s boss, you likely influence the psychological safety a person experiences, even if you cannot change the objective uncertainty of the present moment. How you demonstrate transparency, trust, and yes, even care, for your employees can influence how they experience a sense of security at work.
Your role is even more critical in steadying your team while they work through fears, anxiety, confusion, apprehension, and other negative emotions that can be brought on by significant transitions in the workplace.
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A transition can be like a roller coaster, and even if you’re in front leading the way, or have even finished the ride and are ready to move on, remember that the rest of your team might still be hanging on through loops, corkscrews, twists, and turns behind you. Same as having great internal communication, coaching helps get people through the roller coaster ride.
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