New Age Leaders

Although the term “coaching” is used extensively in team environments, its actual practice frequently is misused since it takes a skilled leader to coach properly.  Effective and empowering leaders encourage other leaders and members to solve problems on their own.  They coach for success before the team members’ action, not after the failure.  Coaching for success increases the likelihood of success, which in turn builds confidence.

I have often stated that the profile of a new age leader includes skills of a trainer, counsellor, coach, facilitator and recognizer.  Further, new age management depends on management through teams.  Coaching requires a one-on-one interaction with a person, guiding on skills and behaviour, as well as, providing feedback be it positive or corrective.  Strange as it appears, positive feedback on specifics is a rare commodity.  If at all offered, it is non specific and therefore does not explain to the coached what actions you would want him or her to repeat.

The success of Punjab Tractors (close to a world-class organization) is traceable to the coaching skills of the retired Executive Vice Chairman, Chandra Mohan.  His diary included time for coaching individuals on customer service, innovation, quality, problem solving and human focus.  A totally proactive approach. He coached on combating international competition on the Indian field; translating the voice of the customer into product features; improving the quality of processes; and using problem solving tools.

According to Chandra Mohan, “Coaching  for success is a skill that can be developed.  Leaders need to understand the critical steps in coaching, see a positive model of the steps being applied, and have an opportunity to practice and receive feedback”.  The key is to develop skills and confidence simultaneously during training. Application of this approach has resulted in a robust set of leader-coaches at this quasi-governmental organization.  The business results bear testimony.

Good coaches do not solve a team’s problems; they help individuals solve their own problems.  Coaches manage through questioning rather then dictating.  Instead of effective coaches issuing orders, they ask “What do you need to accomplish?” or “What alternatives have you considered?” or “Have you thought about how Purchasing is going to react to your idea?” In other words, as Dr J M Juran the centurion quality guru says, “Take the order from the situation, not the senior most person”.

At no time does the leader take on the problem personally.  Instead, by coaching individuals through the possible steps for handling problems effectively, the leader offers help without taking responsibility for action.  This is the soul of empowerment because it creates a sense of ownership. It also offers continuous opportunities for recognition.