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Great Bosses Are Good Coaches

Guest post by: Dr. Maynard Brusman

Article Overview: Bosses determine how happy and productive people are at work. They influence employee well-being and stress resilience. Most bosses want to do the right thing and support their people to achieve team and organizational goals.

Great Bosses Are Good Coaches

Bosses determine how happy and productive people are at work. They influence employee well-being and stress resilience. Most bosses want to do the right thing and support their people to achieve team and organizational goals.

As a boss who strives to do great work, you may need to be aware of and model the traits of a good boss. Good bosses share similar characteristics.

In 2009 Google (the company, not the search engine produced a report that incorporated eight best practices for "good bosses".

Interestingly enough, technical expertise ranked dead last among Google's eight good behaviors. A fascinating result was that being a good coach ranked first. "What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees' lives and careers." Again, not a surprise to me as an executive coach who takes a coaching approach to leadership.

Google's "Good Boss" Traits:

1. Be a good coach

2. Empower your team and don't micromanage

3. Express interest in team members' success and personal well-being

4. Don't be a sissy: Be productive and results-oriented [note: Google's words]]

5. Be a good communicator and listen to your team

6. Help your employees with career development

7. Have a clear vision and strategy for the team

8. Have key technical skills so you can help advise the team

Three key pitfalls:

1. Have trouble making a transition to the team

2. Lack a consistent approach to performance management and career development

3. Spend too little time managing and communicating

Laszlo Bock, Google's vice president for people operations was struck by the simplicity of the rules suggesting that most managers don't have to make huge changes to be a good boss. He says, "What it means is, if I'm a manager and I want to get better, and I want more out of my people and I want them to be happier, two of the most important things I can do is just make sure I have some time for them and to be consistent. And that's more important than doing the rest of the stuff." That's coaching-a powerful and impactful model of leadership and management.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching to help leaders improve their coaching skills? Leaders tap into their emotional intelligence and social intelligence skills to fully engage employees and customers.

One of the most powerful questions you can ask yourself is "Do my people perceive me as having good coaching skills?" Emotionally intelligent and socially intelligent organizations provide executive coaching for collaborative leaders who coach to lead.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you create a culture where all employees are fully engaged. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

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Article Tags: do the right thing, employee wellbeing, organizational goals, resilience, stress



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