Personnel development: Planning coaching correctly

Tip 2: Protect the necessary relationship of trust between coach and coachee.

Managers are often the clients for the coaching. And it is not uncommon for managers to associate personal interests with the results of the coaching. In these cases, coaches are often confronted with indiscreet inquiries. "How are things going? How do you rate Ms. Müller? I'm beginning to doubt whether she really has what it takes for her job." In such cases, it is to be expected that these indiscreet advances will not be the only thing that happens. It is much more likely that indiscreet managers will also use feedback in other conversational contexts: "Ms. Müller's coach told me in confidence that she was not up to the task, so ..."

You should avoid such indiscretions at all costs, because they take away the necessary basis of trust from the coaching. Of course, this also applies to indiscreet coaches: if coaches do not maintain confidentiality, you know that you have hired the wrong coach.

Conclusion: A clean, trustworthy relationship with the client, coach and coachee (triangular competence) is a basic prerequisite for good coaching. Only on the basis of a trusting relationship can coaching make a value-adding contribution to personnel development.
 

Tip 3: Don't misuse coaching as an escape from tough decisions.

It's a popular game: instead of drawing a line under the collaboration with a problem employee, it's better to call in a coach first. "We'll give Mr. Maier another chance." But as a rule, these are fake chances. Coaching is not a magic formula for changing personalities.

In the context of avoidance, coaching for managers would be more appropriate: for example, it could be used to train managers on how to conduct unpleasant conversations or give convincing 360-degree feedback.

If coaching is repeatedly misused as a last chance without a real opportunity, it quickly falls into disrepute within the company. Then it is said: Anyone who goes to coaching has a problem. And not a potential that he or she wants to leverage with the help of the coach. That would then be the opposite of what HR development aims to achieve.

Conclusion: Development-oriented and value-adding coaching requires coachees to have a realistic perspective within the company.
 

Tip 4: Don't use coaches to compensate for inadequate leadership.

Coaches are often asked to "classify" employees. The coach is then supposed to convey the company's values or social skills to the employee. But this will go wrong and cost unnecessary money. This is because the employee's compass will be based on the actual cooperation with the manager and not on the abstract values conveyed.

Conclusion: Leadership tasks are to be performed by managers, not coaches.
 

Tip 5: Before coaching, check whether the employee's potential is actually there.

When companies hire new employees, there are mutual hopes associated with this. Above all, that employees will develop the potential projected in him or her. And if this potential does not materialize, even after prolonged efforts, coaching is supposed to bring about the planned development of potential. However, this presupposes that the potential actually exists - and not just the wishful thinking of the manager and the employee. In the best-case scenario, the potential is there and can be developed with the help of coaching. However, it is not uncommon for the result to be different: the presumed potential does not exist. In these cases, coaching can help to initiate a "deception process" and work out new, reality-oriented development perspectives with the employee. If neither the manager nor the coachee are open to this, time and money are wasted.

Conclusion: Coaching is not a miracle cure or a magic potion. It can help to identify and develop potential. However, this is only possible if potential actually exists. These do not necessarily have to be the skills that decision-makers assumed when hiring or promoting. Coaching may reveal that employees are much better suited to a different position in the company.

Experts in personnel development and coaching
If you want to further develop the coaching culture in your company, we will be happy to help you find suitable coaches. We offer you interim managers with outstanding coaching expertise and usually many years of HR line and management experience in change and development projects