How important is it for a manager or supervisor to spend focused, uninterrupted time with each of their team members? How much time should they spend with each team member? What should they talk about, and what is the purpose?

Coaching and development is an important aspect of business that should be addressed by everyone who leads others. Why? Because people don’t care how much you know until they know how much you care.

Companies strive to achieve profitability and positive cash flow. To achieve this, they must deliver products and services that meet customers’ needs and keep them satisfied. Those responsible for delivering these products and services at a level that reflects the standards and passion of the Owner/CEO are the employees. Therefore, a thriving, profitable company starts with happy, well trained staff who are valued and listened to; coached and developed.

The big question.

How aligned are your team members with the vision and goals of the overall business? Do they know how they fit in and contribute to the big picture? If not, there is agenda item number one for discussion.

What soft and hard skills do they currently have, both for their current role and for other roles that they may aspire to? Are they aware of the opportunities available to them across the whole organisation? Are plans in place to work towards developing skills with specific target dates and action steps? These are important factors in retaining good staff.

What’s holding you back?

What prevents managers and team leaders from undertaking a consistent ongoing coaching program with each of their team members?

Time: If coaching is not given the priority it deserves, the daily pressures of workload can override the task of coaching and developing team members. It is always pushed aside as something less important than the day-to-day tasks of running a business.

Willingness: Sometimes, coaching and development are not seen as management’s responsibility. 

Lack of knowledge or coaching skills: Many managers simply aren’t equipped with the skills needed to coach and develop staff. Like any new task or responsibility, unless proper support is provided, fear of failure kicks in, resulting in avoidance. Or, the leader may try to coach, but due to inexperience and/or lack of adequate support, the process doesn’t work as it should.

Your next move.

Coaching and developing team members at all levels improves efficiency and effectiveness, and significantly impacts the bottom line of the business. So, ask yourself the following:

1. Do I and my organisation want to take coaching seriously? 

2. Do we know how to go about it?

3. Do we have the time and tools to support it? 

If you answered yes to question 1, but no to question 2 or 3, we may be able to help. 

For more than 20 years, STAR360 feedback has developed 360s for companies ranging from large multi-national corporations to small one-person consultancies.  After conducting millions of surveys worldwide (48 countries, 36 languages so far), STAR360 feedback understands how to develop, administer, and report feedback in a way that results in performance improvement.

STAR360 understand that people use the multi-rater experience to change/improve skills and the 360 survey is only a part of that process.  That’s why the unique 360Ë� Action Report design works with any coaching or training program. 

Unlike traditional data-rich reports, our range of 360 Action reports teaches participants a simple change model and dynamically uses the data to guide participants step-by-step in how to use their feedback to improve performance.  

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