Why is coaching important in the workplace?

Coaching has long been valued by savvy employers to motivate and nurture leaders, managers and of course the C suite. Over recent decades coaching has been embraced as a tool to unlock growth and is no longer thought of as an ‘alternative’ solution to people management. 

But why is coaching important in the workplace?

This article seeks to explore some of the reasons why coaching isn’t just a crutch; it’s an opportunity to maximise potential whilst at the same time promoting the wellbeing of any team.

What if performance reviews weren’t the only time your people were asked how they are really doing?

It stands to reason that when an employee feels valued, they will be more likely to perform well and demonstrate loyalty. But coaching does so much more than that. When we move beyond job descriptions, appraisals and targets, an individual can begin to see for themselves just what their own potential involves.

An employee, like anyone else, often has untapped strengths and skills; coaching creates a space to explore these. Whilst enhancing performance is an attractive proposition, it’s not the sole reason a coach can be invaluable to an organisation. Motivation is rarely ignited by anyone other than ourselves, and a place to think and be heard cannot be replicated by a webinar or training session.

The personal touch really does count

Have you ever been coached? If you have, you’ll remember what it was like to be able to think, and keep thinking, and unearth all sorts of gems. When an employee can do this, they will grow as an individual, and therefore as a leader and manager. If a company wants the very best version of a person to show up in the workplace, then a great place to start is by inviting coaching conversations to take place. The message is clear: we value you.

Case study

Sally was unsure of her efficacy as a manager and her role felt wrought with problems. Whilst she only had a small team, she was doubting her ability at every turn. When the charity that she works for invited her to have a coach, she was curious and instantly buoyed. “They [the charity] must really want me to nail this!” she laughed during our first session.

Sally had never been coached before and when her employer wanted to invest in her in this way, it made her desire to want to learn, grow and succeed all the stronger. And boy, did she unfurl. Six sessions in, having learned about her management style, the manager she wanted to be, and what her role did not involve, she was hungry for more. Her line manager, having seen the increase in confidence and clarity in role that Sally was now exuding, decided to extend her sessions.

Over the ensuing weeks, Sally discovered the kind of boundaries that would be useful for her to employ and started to implement them. This created a better sense of wellbeing and opened pockets of time for her projects that would have otherwise not existed. And perhaps most poignantly, by the time we finished working together she was happier and her enthusiasm for work was palpable. Any doubts in her own ability could now be managed by her, and any thought of leaving was gone. Promotion was her new objective, and her newfound passion for her industry was inspiring to witness.

Getting off the treadmill

Coaching gives an employee a chance to press pause and reflect, in an environment that does not feel like work. Coaching creates a reflective space for individuals to pause, take stock, prioritise, and work with a different perspective. We all know that most things work better when they have been unplugged for a while, so why should this be any different for the regional manager, CEO or head of HR?

And when an individual is supported in this way, they are far less likely to burn out or decide like Sally that perhaps they should just leave. The quality of this coaching time and space cannot be underestimated; and is rarely replicated by our every day conversations whether they be by the water cooler or in a formal review.

The return on investment of coaching

This can be incredible, but also very hard to measure. Ok, it might be easier to measure an individual’s performance, but what about the quality of work hours now that the employee feels valued and motivated? The cost of recruitment of a new manager because one just burnt out, or the sick pay of a team member whose resilience simply could not cope with pressures or demands that could have been managed differently? And perhaps there is no price to be placed on morale, loyalty and happiness.

All this, plus the ripple effect across the workplace that can make an organisation go from strength to strength. A place where people want to be. A place where they can thrive.