High performing teams seem unstoppable and driven. They deliver high value and are often supported by a high degree of commitment and participation from each member. Yet, it is common knowledge that such teams seldom commenced with the same velocity and energy that they now display. Most would agree that the team leader is the pivot whose influence, in large part, impacts the evolution of the team. Leaders who coach rather than just manage have an advantage, will find creating and sustaining high-performance teams easier and know the difference between Managing Vs Coaching.
Is a Manager Redundant?
Far from it! A manager is what he is, he manages! He manages resources and makes do with what he has to the best of his abilities. An effective manager is one who can stretch each resource given to him just short of its break point. He is the master of economy. In the real world, nothing is infinite, certainly a resource. Hence, it is imperative that whatever can be scrounged from what is available, should be done. A manager doesn’t ask for more, he makes do with what is given and creates more! It is evident; managers have an important role to play in a space where nothing is ‘too abundant’ or ‘easily available’.
Where Does the Coach Fit In?
The common perception of a manager is someone who demands, is more skilled and vested with certain authority. He is seen as someone more interested in the results of a team rather than on the development of each member of the team. While a coach, on the other hand, is focused on developing members rather than focusing on results. The coach propels individuals to do things they thought they never could from the pedestal of a facilitator and confidant. So how does the amalgamation of the two take place? It occurs in the intent. Is a manager only interested in results and not about the welfare of his team? Is the coach focusing only on individual development and not on the output expected? Notice that, it is not the roles that conflict, but the intent with which either views his position in the team or organisation that creates the block.
There is an Italian proverb “At the end of the game, the king and the pawn go back in the same box.” So it is in life. At the end of the day, the leader and lead go back to the same realities of the world. Once out your workspace, all roles change, life gets to be very different.
The lesson here is that people and their leader belong to the same world; it is only the roles they have that set them apart. The ‘being’ in the human should forever be maintained irrespective of the profile or status you enjoy. Being higher up in an org chart alone does not mean people will work hard for you. Developing high-performance teams is not easy, but leaders who recognize the importance of ‘being’ a human, not just being a good manager or coach, will achieve more. Whether you manage or lead or coach, it is all about inspiring your people to do and be more.
Conclusion
Understanding the difference between managing and coaching is essential in creating high-performance teams, mere knowledge is not enough, and one has to align intention with the outcome. Agile helps you imbibe people skills that get integrated into your work, irrespective whether you are a manager or coach. Agile creates a willful intent that enables you to be a coach and manager at the same time, thereby influencing high-performance teams that create more successful businesses. Agile Catalyst is all about managing to coach with success and coaching to manage with effectiveness.
