Manager Tools Coaching Model – Updated – Part 1 (July 1, 2024)

Brief Overview

In this episode, the Manager Tools team (Kate, Mike, and Maggie) presents an updated look at their Coaching Model, part of their well-known “Manager Tools Trinity.” The episode addresses the practical “how-tos” of coaching within a management context, especially when feedback isn’t enough and how to help employees who are struggling. They debunk myths surrounding coaching, explain why it’s underutilized, and outline the foundational steps for coaching effectively in today’s business environment.

Key Discussion Points and Insights

1. Why Coaching Matters in Management

• Coaching is integral to effective management. The best managers do not ignore development; they expect and reward continuous effort and improvement.
  • “Highly effective managers are not indifferent about development… They demand it, they expect it, they not only encourage it, they reward it…” (Kate, 01:04)
• Coaching isn’t just for employees who struggle—top performers need and deserve coaching, too (05:09).
• The desire for growth and development is present across all generations, including Gen Z (03:10).

2. Why Coaching is Rarely Used

• Coaching is one of the least-utilized tools in the Manager Tools Trinity (one-on-ones, feedback, coaching, and delegation).
  • “Coaching… is the least often used tool. It's the one that gets the least play honestly.” (Mike, 01:42)
• Many managers shy away from it because:
  • It requires long-term commitment and dedicated effort (03:40).
  • There is confusion and inconsistency about what “coaching” means in business (04:30).
  • It’s wrongly associated with negative events, like performance improvement plans in “late-stage coaching” (04:35).
  • Behavioral change feels high for coaching compared to just doing meetings.

3. The Manager Tools Coaching Model – The Seven Points

Purpose and Key Steps:

1. Encourage improved effectiveness (focus on encouragement, not just correction)
2. Coaching is necessary for today's rapidly changing (discontinuous) business landscape
3. Coaching has a bad reputation that must be confronted and corrected
4. Collaborate to set a goal
5. Collaborate to brainstorm resources
6. Collaborate to create a plan
7. The direct acts and reports on the plan
   Steps 4–7 will be covered more in depth in later episodes. Today’s focus is on WHY coaching and tackling misconceptions. (Kate, 05:15-06:05)

4. The Impact of Coaching Across the Performance Spectrum

• Most managers wrongly reserve coaching for the “problematic” or “star” employees. In reality, all directs benefit (08:22–09:43).
• Coaching is often mistaken for sending someone to a training class. While classes can be helpful as a resource, true coaching happens through ongoing interaction and joint effort (10:26).
• Senior leaders care more about consistent high-team performance (which regular coaching supports) than just not having low performers (12:47–13:18).

5. Strategic Value: Focus on Top Performers

• “Spending time with top performers produces more value than with weak performers.” (Kate, 12:47)
• After consistent one-on-ones (O3s), invest extra developmental energy in your strongest team members, as they provide the greatest return (13:10-13:18).
• One-on-ones are foundational; without them, coaching is harder and less effective (14:23).

6. Coaching in a Discontinuous Business World

• The contemporary environment is marked by rapid, sometimes unpredictable change; managers must be proactive with coaching to keep pace (16:33).
• Feedback is key for daily course corrections, but coaching enables longer-term, transformational leaps—necessary for surviving big shifts, not just incremental improvements (18:17–19:58).
• “We can’t stick with just evolutionary growth through annual goals and daily feedback. Big ideas require big leaps, bigger running jumps. And so we really want another technique, a longer term, bigger technique for learning and growth.” (Mike, 18:17–19:58)

7. Coaching’s Bad Reputation and How to Fix It

• Coaching’s negative business reputation stems from its frequent use as a last-ditch effort before termination, rather than as a development tool (21:08–22:03).
• Many employees interpret “coaching” as punishment or as a prelude to being fired.
  • “The word is coaching. Because coaching sounds like I'm getting ready to get terminated, Right? This is not a voluntary thing for me to do. I either engage in this or I won't be around.” (Kate, 22:03)
• Real coaching is a positive, growth-oriented endeavor—just like in sports or performing arts.
• Personal stories: Kate describes being coached about professional relationships and initially resenting it, but later recognizing it as pivotal in her career (24:48–25:42).

Notable Quotes & Memorable Moments

• On the Importance of Coaching:
  “The purpose of coaching, encouraging improved effectiveness, improved effectiveness over time. This third pillar of the manager tools effective manager trinity…” (Mike, 06:05)
• On Value Focus:
  “Spending time with top performers produces more value than with weak performers.” (Kate, 12:47)
• On One-on-Ones’ Foundational Role:
  “If you're not doing one on ones, you can do coaching. You'll be much, much better with with O3s. And frankly, if you're doing zero 3s, you're more likely to do coaching, right? So do O3s.” (Kate, 14:23)
• On Business vs. Real-World Coaching:
  “In the real world, coaches are wonderful. They're revered. They're lovely, lovely people... But in the business world, being coached has an air of failure, desperation, final steps before termination, possibly termination. Why is that?” (Mike, 21:25)
• On Growth Through Discomfort:
  “Growth experiences have pain points… Growth requires discomfort. Right. It's less comfortable to be growing. We hate that coaching has a negative professional connotation. It's stupid. It's wrong.” (Mike, 25:42)
• Personal Reflection:
  “At the time, I didn’t particularly like [my coach]. … And I can tell you right now that she was by far the best manager I ever had. By far. Literally turned my career around.” (Kate, 24:48)
• Challenge to Listeners:
  “We need to start telling everybody and everybody who works for us, I'm going to coach you. I'm going to help you improve. It's not negotiable. And coaching is positive. It's part of improving productivity. It makes us better. I'm responsible for it with you. Here we go.” (Mike, 25:42)

Timestamps for Important Segments

• Why effective managers insist on development – 01:04-01:42
• Why coaching is rarely used in the Trinity – 01:42-03:40
• Clarifying what “coaching” really means in business – 04:30-05:09
• The seven points/steps of the updated coaching model – 05:15-06:05
• Coaching’s impact for both high and low performers – 08:22-10:26
• Strategic value: always start with top performers – 12:47-13:18
• Why one-on-ones are a prerequisite for great coaching – 14:23
• The necessity of coaching in rapidly changing environments – 16:33-19:58
• Confronting coaching’s bad reputation – 21:08-23:16
• Personal stories about being coached – 22:03-25:42
• Reframing coaching as positive and non-negotiable – 25:42-26:30

Conclusion

This episode reframes coaching as a vital, positive, and inclusive developmental tool for all employees, not just a remedial measure for those struggling. The hosts challenge listeners to dispel the negative connotations and begin to see coaching similarly to its positive role in sports and the arts. Part 1 sets the stage for the more detailed mechanics of the Manager Tools Coaching Model, which will be covered in subsequent episodes.