The Coaching Manager

About the Authors

Dr. James M. Hunt and Dr. Joseph R. Weintraub are renowned experts in management and organizational behavior. Dr. Hunt is an assistant professor of management and holds the Charles E. McCarthy Family Trust term chair at Babson College in Wellesley, Massachusetts. His academic focus includes leadership development and coaching, making him a leading figure in this field. Dr. Joseph R. Weintraub, a co-founder of the Coaching for Leadership and Teamwork Program at Babson College, is an associate professor of management and organizational behavior. His extensive experience in coaching and developing leadership skills has contributed significantly to the book's practical and theoretical frameworks.

Main Idea

"The Coaching Manager: Developing Top Talent in Business" provides a comprehensive guide for managers looking to adopt a coaching approach in their leadership style. The central theme revolves around the concept that managers who coach rather than merely evaluate their employees foster a more productive, engaged, and development-focused workplace. This book introduces a developmental coaching model that emphasizes creating a learning-oriented environment, where employees are encouraged to take responsibility for their growth and development. The ultimate goal is to build organizational capability and promote a culture of continuous learning and improvement.

Table of Contents

1. Introduction: The Coaching Manager
2. The Transition to Becoming a Coaching Manager
3. An Overview of Developmental Coaching
4. The 'Coaching Mind-Set'
5. The Goals of Coaching
6. The 'Coach-Able' Learner
7. Creating a Coaching Friendly Context
8. Stopping the Action and Starting a Coaching Dialogue
9. Focusing on What is Important
10. Observing What is Important, Effectively
11. Providing Balanced and Helpful Feedback
12. What Does It All Mean?
13. Goal Setting and Follow-Up: Making Change Happen
14. Coaching and Career Development
15. Developmental Coaching and Performance Problems
16. Using Coaching to Leverage the Investment in the Classroom
17. Coaching and Organizations

Introduction: The Coaching Manager

The book begins by introducing the concept of the coaching manager, a leadership role that transcends traditional management by integrating coaching into daily interactions. The authors emphasize that effective coaching managers do not simply provide feedback but prepare employees to receive and act on it through reflection and ownership of their development. This process empowers employees to learn from their experiences and fosters a culture of self-directed learning.

"He taught me to teach myself, which is the greatest thing a teacher can do." — Isaac Stern

The Transition to Becoming a Coaching Manager

Transitioning to a coaching manager requires a shift in mindset. Managers must be willing to invest time in helping employees develop rather than merely focusing on immediate tasks. This involves building trust and demonstrating a genuine interest in employees' growth. The authors note that "respect for the individual" is not just a catchphrase but a fundamental requirement for successful coaching. Effective coaching managers trust that their employees share the organization's goals and are committed to their development.

An Overview of Developmental Coaching

Developmental coaching is framed around several key elements, including creating a safe and supportive environment, adopting a helpful mindset, and fostering a "coach-able" learner. The book outlines that coaching interactions should be separated from performance evaluations to create a safe space for honest dialogue. A coaching mindset focuses on helping rather than judging, emphasizing the importance of empathy and understanding in the coaching relationship.