# Rethinking the Coaching Requirement for Effective Management
Written on
Understanding the Coaching Hype
The conversation around what managers ought to do and be is filled with buzz. A prevalent notion is that managers should take on the role of coaches. Having been a coach prior to stepping into management, I found myself questioning this assertion.
To satisfy my curiosity, I delved into the prevailing belief that managers need to enhance their coaching abilities to lead effectively. My search revealed numerous articles supporting this idea but scant critical perspectives. This led me to discover some research that suggested coaching might not be the ultimate solution for managerial effectiveness.
One particularly striking quote from the article “Can Managers Coach Their Teams Too Much?” by Buljac and Woerkom in the Journal of Managerial Psychology states, “Excessive coaching of highly reflective teams may be a waste of the energy and time of both managers and teams and may even harm team efficiency.” Buljac, Martina & Woerkom, Marianne. (2015)
As someone who is deeply interested in organizational behavior, I follow numerous experts online, engage with relevant podcasts, and attend various webinars and workshops. This influx of information led me to the belief that managerial coaching was essential for success.
However, this belief may have stemmed from a premature conclusion, one that was strengthened by selectively acknowledging information that supported it while disregarding opposing viewpoints.
The Two Types of Thinking
Behavioral scientists have long understood the intricacies of human thought processes and how we often fall prey to our instinctual thinking. In his book, Thinking, Fast and Slow, Daniel Kahneman discusses two types of cognitive processing:
- Type 1 Thinking: Fast, automatic, and energy-efficient, relying on readily accessible information.
- Type 2 Thinking: Slow and more taxing, activated when deeper analysis is required.
Understanding Our Blind Spots
In their article on decision-making, Bazerman and Chugh explore how bounded awareness can cause us to overlook significant information, resulting in suboptimal choices. Building on the earlier quote, one might conclude that extensive coaching could be counterproductive and detrimental to productivity.
However, the nuance regarding ‘excessive coaching’ and ‘reflective teams’ can easily be overlooked due to ingrained beliefs. If you missed this detail, you may have just fallen victim to cognitive shortcuts that filter out vital information.
Further Insights
Upon reviewing the abstract of Buljac and Woerkom's paper, I noted that it advises managers to gauge their teams' levels of reflection to tailor coaching approaches effectively. A graph included in the research highlights that while excessive coaching might yield minimal improvements in a reflective team, it could negatively impact efficiency and innovation. Conversely, underperforming teams may see significant gains in effectiveness, efficiency, and innovation when provided with appropriate coaching tools.
Thus, it seems my initial doubts about the necessity of coaching skills for effective management were misplaced. My success as a manager might be attributed to the coaching techniques I employed instinctively in my role.
Moving Beyond Misjudgments
While my initial skepticism about the need for coaching was minor and without severe consequences, such misjudgments are common and can have extensive implications.
So, how do we transcend these cognitive errors?
The First Step
The initial step is acknowledging that human nature often leads us to overlook details. By recognizing that our minds prioritize self-preservation and energy efficiency, we can liberate ourselves from the pressure to always be right. This realization encourages us to inquire, “What else?”—one of the simplest coaching questions—to seek information beyond our immediate, easily accessible thoughts.
By doing so, we can incorporate diverse perspectives, ultimately leading to more informed and rapid decision-making, as well as fostering a more engaged team that produces better results.
Conclusion
In summary, research indicates that the use of coaching tools can help managers foster more effective teams. However, these tools alone cannot overcome the cognitive biases inherent in human thinking. Accepting the limitations of our cognitive processes is crucial; this understanding can motivate us to seek support from others. With both external support and effective coaching tools, managers can enhance their effectiveness significantly.
As for me, I’ve made a mental note to keep an eye out for both supporting and contradicting evidence when challenging prevailing assumptions in the future.
Thank you for taking the time to read this. If you found this article insightful, please consider showing your appreciation and sharing your thoughts in the comments.
For more of my writing, check out my substacks, KUBA Pilot News for Managers and Surprising Offspring. If you feel inclined, you can also support my work by buying me a coffee. Thank you in advance!
This article has been adapted from "Why Managers Don’t Need to Be Coaches," which was first published on kubapilot.substack.com in 2023.
Chapter 2: The Coaching Debate
The first video, "How to Outsmart Your Own Unconscious Bias," features Valerie Alexander discussing the importance of recognizing and managing biases in decision-making, particularly in leadership roles.
The second video, "How to Overcome Bias," offers practical strategies for identifying and mitigating biases in our thinking, essential for making sound managerial decisions.