What differentiates the Second line manager(SLM) from First line Manager(FLM)? For SLM, preparing their FLMs to coach requires more than asking them to start coaching. Like all team members , FLMs take their cues from their SLMs -- so SLMs must create buy-in by providing the resources, development and accountability FLMs need. Here are three actions SLMs should take today: 1. Be a coach for your FLMs 2. Change FLMs’ job expectations. Role clarity becomes the need of the day. 3. Give FLMs the development they need. According to Gallup, When FLMs development is rooted in science, it reframes their thinking, boosts their confidence and instills coaching behaviors that actually work. Coaching accelerates everything from collaboration and agility to performance and productivity. SLM - Second Line Manager FLM - Frontline Manager

What differentiates the Second line manager(SLM) from First line Manager(FLM)? For SLM, preparing their FLMs to coach requires more than asking them to start coaching. Like all team members , FLMs take their cues from their SLMs -- so SLMs must create buy-in by providing the resources, development and accountability FLMs need. Here are three actions SLMs should take today: 1. Be a coach for your FLMs 2. Change FLMs’ job expectations. Role clarity becomes the need of the day. 3. Give FLMs the development they need. According to Gallup, When FLMs development is rooted in science, it reframes their thinking, boosts their confidence and instills coaching behaviors that actually work. Coaching accelerates everything from collaboration and agility to performance and productivity. SLM - Second Line Manager FLM - Frontline Manager

Performance coaching when it really matters! What's keeping you busy? Dealing with lots of issues? Confronting economic challenges? Managing (too) many people? Trying to hold on to your own job? Looking for new career opportunities? There's a lot happening right now and it's easy to point a finger. My advice? Get over it and get in the zone! The ability to stay focused on task relevant cues and to manage distractions at the same time, is a key for success. Paying attention to the right things at the right time, making adjustments while conducting business, making decisions, and how we interact with others, these are all critically important factors for high performers. Learn to manage your ability to switch your attentional style, when it matters most. #VanderzeeCoaching offers a fully customized performance coaching program that teaches people in business to perform at their highest level, while under pressure. For over 20 years, we have coached business executives in the United States and abroad. #attention #focus #concentration #performance #whenitmatters #distractability #interpersonal #communication #skills The Attentional and Interpersonal Style (TAIS) assessment is applied to help people perform at their best while under pressure in corporate, sports, and in military settings. It measures how people manage focus, concentration and their interpersonal skills. It helps them understand the conditions that could impact their future performance. #VanderzeeCoaching #TAISassessment #VanderzeeSearch Vanderzee & Associates, Inc. has been certified since 2008 to conduct the #TAIS inventory in our executive search & coaching practice. The #TAIS assessment comes with a detailed written report and personal validation by a #TAIS certified consultant. For more information, please #contact #info@vanderzee.net.

Rethink Performance. 9 of 20 Part 3: Enabling Your Managers: The Critical Linchpin 1-3- Stop Managing Performance in the past way, Start Coaching for Growth. We’ve shifted the mindset and built the system: OKRs, check-ins, continuous feedback. But none of it works without the most critical linchpin: The Manager. If we ask managers to run a modern performance process but still reward them for being top-down evaluators, we will fail. Full stop. The single most important shift in modern performance is this: We must stop telling managers to manage performance and start training them to coach for growth. The Manager as an Evaluator vs. The Manager as a Coach: #Evaluator: Judges past performance, holds all the answers, focuses on gaps and ratings. #Coach: Unlocks future potential, asks powerful questions, focuses on strengths and development. Your managers don't need to be a source of all answers; they need to be a catalyst for their team's insights. Introducing the #GROW Model: A Simple Coaching Framework. #GROW provides a structure for those crucial check-in conversations, turning them from status updates into growth sessions. It stands for: #G - #Goal: What are we trying to achieve? · Sample Question: "What would you like to get out of this conversation?" or "What does a successful outcome look like for this project?" #R - #Reality: What is the current situation? · Sample Question: "What have you tried so far?" or "What is really happening here, and what is your role in it?" #O - #Options (or #Obstacles): What could you do? · Sample Question: "If all barriers were removed, what would you do?" or "What are three different ways you could approach this?" #W - #Will (or #Way Forward): What will you do? · Sample Question: "So, what's the very first step you will take?" or "How can I support you in this plan?" Example in Action: Instead of:"Your presentation skills need work." A coach says: #G: What's your goal for the next client presentation? #R: What felt strong and what felt challenging about the last one? #O: What are different ways we could prepare to boost your confidence? #W: Which option will you commit to trying, and how can I help? This isn't about being soft; it's about being effective. You build capability, autonomy, and accountability. Coaching isn't a nice-to-have soft skill. It's the essential leadership capability for the modern era. What's the best piece of coaching advice you've ever received from a manager? #LeadershipCoaching #Management #GROWModel #EmployeeDevelopment #PeopleLeadership #PerformanceManagement #HR #rethinkPerformance

We, Echelon Performance identified six elements that separate effective coaching from general feedback. We call it "The BASICS": Balanced, Actionable, Specific, Impact, Continuity, and Supportive. Here's what we know: when managers use all six elements together, coaching conversations become development-focused conversations. When they use just one or two, people get feedback but no real change happens. Most managers naturally do some of these well. They might be great at being specific about what they observed, but forget to connect it to business impact. Or they're supportive, but don't give actionable steps. The teams where managers consistently integrate all six elements? They outperform everyone else because people actually know how to improve instead of just knowing they should improve. It's not about coaching more often. It's about coaching more effectively.

This past week at the ICF Converge convention in San Diego, a recurring theme truly resonated with me: the increasing importance of frontline coaching, especially when aiming to cultivate a robust coaching culture within an organization. For many years, the spotlight in corporate coaching has often been on executive coaching, developing leaders at the top. While undeniably valuable, the conversation is shifting. There's a compelling argument that to genuinely embed coaching into the DNA of a company, starting at the frontline, at the heart of daily operations, might be the most effective strategy. Imagine the ripple effect of equipping managers and individual contributors with fundamental coaching skills. This approach empowers a broader segment of the workforce, fostering a culture of continuous development, engagement, and improved performance from the ground up. It’s not about diminishing the role of executive coaching but rather recognizing that a strong foundation built through frontline coaching can create a more receptive and fertile environment for all levels of coaching to thrive. Keeping executives informed and engaged in this process is crucial, ensuring alignment and support as the coaching culture flourishes throughout the entire organization.

Are you a line manager who is expected to coach your team? Are you in HR/L&D and want to train managers to coach? I loved training managers to coach with Google because the learning was designed for maximum transfer to the workplace. This article, based on my experience with Google, in Association for Coaching (AC) journal explains how to overcome the mental barriers to coaching, how to avoid the practical pitfalls, and how to become a great line manager coach! What are your tips for training managers to coach? Please share them in the comments. Subscribe to the journal here bit.ly/CPShare

𝗪𝗵𝗮𝘁 𝗶𝗳 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝗶𝘀 𝘀𝗼𝗹𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗽𝗿𝗼𝗯𝗹𝗲𝗺? For years, coaching has been celebrated as the ultimate leadership development tool. But as Shilpi Sahai argues in Training Journal, its intent, impact, and interpretation are often misaligned. 🎯 𝗜𝗻𝘁𝗲𝗻𝘁: Too often, coaching starts with performance goals - not purpose. The unspoken agenda is usually organisational conformity, not genuine growth. 🌐 𝗖𝗼𝗻𝘁𝗲𝘅𝘁: Coaching outcomes are shaped by culture, power dynamics, and leadership expectations. If the system isn’t ready for change, even the best coaching fails. 📊 𝗜𝗺𝗽𝗮𝗰𝘁: We measure satisfaction, not transformation. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗥𝗢𝗜 𝗹𝗶𝗲𝘀 𝗶𝗻 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿𝗮𝗹 𝘀𝗵𝗶𝗳𝘁𝘀, strategic decision-making, and ripple effects across teams. At Lexarius, we believe coaching should: ✅ Align with both organisational and individual intent ✅ Integrate experiential roleplays to practice new behaviours in context ✅ Embed ongoing feedback loops to make learning stick Because 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 isn’t about fixing leaders it’s about 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝘆𝘀𝘁𝗲𝗺𝘀. 🔗 Read the full article: https://lnkd.in/gHaqNvFJ #LeadershipDevelopment #CHRO #CLO #ExecutiveCoaching #LearningCulture #FutureOfWork #Lexarius #AIroleplays

The most popular approach is 360-degree feedback: before-and-after snapshots of how peers, bosses and subordinates perceive the leader. Competency frameworks, engagement surveys and performance metrics play starring roles. Did the leader become more empathetic? More decisive? More “visionary”? Some firms even attempt the holy grail: a coaching return on investment. How much productivity or profit can be attributed to a series of confidential conversations?

Before you become a manager, you MUST ASK THIS QUESTION (read to the end)... (oh and if you are one already, you should also ask!!!) Okay. I was speaking with yet another potential client looking for coaching (you'll know why I used the word 'potential' later)... So you were promoted to a manager. Three months in and the team is falling apart. One person is on mental health leave, another quits, everyone seems over-worked, brain fog increases, rumors arise. Your confidence is dipping... So I asked him, "What training did your company provide? "Oh I completed all the Udemy Manager training courses HR told me to do" Me (see picture): https://lnkd.in/gKwEtFbE Manager training requires patience, persistence, courage, good mentors/coaches, time, and space. It's not: ♨️ A check-box role with a better paycheck! 🏃♀️➡️ You hold the company's well-being in your hand and how this immensely impacts the business. ✍ OJT is great, but preparation is the key 🚓 If OJT is done by poor role models, the impact is devastating 🥇 It's an involving, challenging and equally as fulfilling role if done properly!!! My name is Gab, I've managed various departments and directed teams of up to 100 people in different companies, countries, cultures. One thing never changes: Your job is to help people thrive to the fullest - but you need to know every aspect of who you are before you can do this successfully. Now, THE QUESTION: AM I WILLING TO DO A 360 AS A MANAGER? If the answer is no, you shouldn't be a manager. Period. If there answer is yes, then there is hope! If you are only willing to to give feedback but not ask for it, please quit. You're not a god - we all have stuff to learn. Asking for feedback is a gift, but if you're too afraid, better find another coach and potentially another job :). Sincerely, Gab (Founder and Executive Leadership Consultant based in Asia) #leadershiptraining #executivecoaching #managertraining #mentorship