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Home > News > August 2005 > 18-Aug-2005

New book aims to address the role of line managers in coaching

According to the Chartered Institute of Personnel and Development (CIPD), the majority of employers (99%) believe coaching can deliver tangible benefits to both individuals and organisations, and 88% now expect their line managers to deliver coaching as part of their day-to-day work. However, the CIPD report that 17% of employers do not think that line managers are effective coaches.

The CIPD has published a new book - Making Coaching Work - that aims to address the role of line managers in coaching and suggests how employers can get their buy-in and create a culture within their organisation to make it work.

Making Coaching Work was written by David Clutterbuck and David Megginson, co-founders of the European Mentoring and Coaching Council.

Co-author David Clutterbuck said: “Coaching can help manage performance by addressing individual’s weaknesses and potentials, making sure staff have the knowledge to fulfil their role and develop so that they can take on new projects and progress within the organisation.

“Most organisations are now using their line managers to develop staff through coaching. This can have huge benefits, making employees feel their line managers and the organisation as a whole care about their development and job satisfaction. However, if coaching is to deliver on its promise, employers need to ensure that line managers are provided with sufficient training themselves.”

In their book, Clutterbuck and Megginson identify seven stages of coaching and offer guidance for line managers. Their seven stages of coaching are:

  • Identify the need
  • Gather the evidence
  • Motivate and set targets
  • Planning how to achieve
  • Create opportunities to practise
  • Observe and give feedback
  • Support through the setbacks

David Megginson added, "Through studying a range of case study organisations we have found the principles and practices that help move an organisation beyond good coaching relationships or well-run schemes to something more embedded in the fabric. We now know, for example, that it is as important to train coachees as coaches; the embedding group must include senior line managers as well as HR; coaching needs to be incorporated into the way that business is done; and change needs introducing in a coaching way. This is a new agenda for action for coaching enthusiasts."

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