Most Managers Coach Too Late
Most Managers Coach Too Late
Many managers believe coaching is something you do when performance starts
declining.
By the time that conversation happens, the opportunity has often already been
missed.
One of the more interesting patterns I've noticed is that coaching is frequently treated
as a corrective tool rather than a leadership habit.
Managers wait until an employee is struggling.
A mistake has been repeated.
A deadline has been missed.
A customer has complained.
Only then does the coaching conversation begin.
At that point, the discussion often feels uncomfortable for both people.
The manager feels frustrated because the issue has been building for some time.
The employee feels surprised because, from their perspective, everything seemed
fine until now.
Neither experience is particularly productive.
The best coaching conversations rarely begin with poor performance.
They begin with curiosity.
They happen while people are still learning.
While confidence is still developing.
While small habits can still be shaped before they become deeply ingrained.
That's where coaching creates the greatest value.
Not because something has gone wrong.
Because something has the potential to go right.
This is one of the biggest shifts leaders can make.
Instead of asking:
"How do I fix this person's performance?"
Ask:
"How do I help this person become more capable over time?"
The conversation immediately changes.
Coaching becomes less about correcting behaviour and more about developing
capability.
It becomes part of everyday leadership rather than an occasional event reserved for
difficult situations.
The strongest managers I've worked with don't wait for formal performance reviews
to provide feedback.
They create a rhythm of regular conversations.
Some last five minutes.
Others happen while walking between meetings.
Some begin with a simple question.
"How do you think that went?"
Those conversations build confidence.
They encourage reflection.
They strengthen judgement.
Most importantly, they demonstrate that development is an ongoing priority, not
something that's only discussed when there's a problem.
When coaching becomes part of the culture, performance conversations become
less intimidating.
Feedback feels normal.
Learning becomes continuous.
People improve because they're being supported consistently, not corrected
occasionally.
Perhaps coaching isn't something managers should do when performance declines.
Perhaps it's one of the reasons performance improves in the first place.
If your leaders spend more time managing performance than developing people, it
may be time to rethink the role coaching plays within your organisation.
Developing better managers doesn't just improve individual performance.
It builds stronger teams, stronger leaders and stronger organisations.
If you're looking to build a coaching culture or strengthen the capability of your
leaders, get in touch with Brad from Objective Consulting to explore leadership
development programs, executive coaching and practical management workshops.
Website: www.objectiveconsulting.com.au
Phone: 03 5640 8088
Need support in your organisation with growth, strategy, leadership, culture, and all things people and performance?
Brad and his team are here to support you.
Contact us by visiting our Contact Us page or by emailing Brad at [email protected]
