Poor managers are bottom-line driven only and typically have an attitude of “just get it done!” The problem with that, of course, is that getting it done without considering the people involved can leave them unengaged and feeling disrespected. Those negative dynamics lead to lowered esteem and morale. Success is not in a vacuum. Team members are people first, and people need support.
It all starts with recruiting for best potential. Then you must train your people in tried-and-true methods. But the human factor will always benefit from situationally appropriate support from you or a trusted delegatee via coaching and mentoring. You must assess what degrees are involved, as different employees need different levels of support. Even shining stars need a hand now and then.
The human factor is each individual’s on-the-job morale (motivation) quotient. Why is morale the key starting point in success? If all other success factors are in place (equipment, environment, resources, benefits, solid management, helpful colleagues…), then the higher the morale, the better the productivity. If productivity is managed skillfully, higher profitability (or sustainability in not-for-profits) results. Inversely, lower morale reduces productivity and profitability or sustainability suffers.
So morale affects all that follows, positively or negatively. Most professionals want to know that they are appreciated and supported (how you go about validly appreciating them should be based on their behavioral style and personality makeup). Two proven roles you can take to raise morale are coaching and mentoring.
- Coaching: The most effective coaching is “co-active coaching.” That means the flow is a two- way street and not the old command-and-control of “I say and you do.” You provide guidance and opportunities for your team members to be engaged through mutual feedback, suggestions, and questions from their unique experience and perspectives, and by their making requests of you. You encourage and facilitate this process. Both parties win.
There are numerous skills needed for successful co-active coaching. The ability to ask powerful questions leads the way. But then you need to be great at deep, active listening. Paraphrasing—summarizing back using their key words—better ensures mutual understanding in the transfer of information. Asking “What am I missing?” fills in the gaps resulting from missing a thing or two even when doing our best to listen intently. Making requests is another tool that puts things in motion. But you always need to ensure that the team member is buying in and at a level of commitment that better ensures success.
- Mentoring: Mentoring is when you take people under your wing as a trusted leader, counselor. and/or teacher—sometimes as a content master but not always.
In addition to applying the skills needed for success in co-active coaching, mentors also need to have an abundance of strong character traits—the inner qualities that fuel the outwardly apparent practices used during mentoring. Important inner characteristics of a mentor include:
- Emotional intelligence
- Thoughtfulness
- Empathy
- Perseverance
- Vision
- Patience
- Trust
- Trustworthiness
- Creativity
- Open-mindedness
Just like skills, character traits need to be worked on, expanded, and deepened…regularly.
Taking the Time
Co-active coaching and mentoring take time and talent. Too many potential coaches and mentors are simply too busy (they think). You need to figure out what is in it for you to allot hours of your precious schedule to a junior employee or subordinate. What’s in it for them is the other side of the win-win equation. It is worth you taking even a few minutes to map out what your return on time invested will be for you—and for them.
