Have you ever experienced a leader who’s very strong at coaching and mentoring but doesn’t get results? People feel great working with him or her, but the job doesn’t get done. What’s the likelihood this leader would be rated in the top ten percent of leaders?
How about a leader who is very good at getting results — he or she really delivers — but not much of a coach? How likely is he or she to be rated in the top 10 percent of leaders?
Zenger Folkman’s research based on over 250,000 360 assessments of roughly 25,000 leaders shows that either of the above combinations produces leaders in the 90th percentile less than 10% of the time. How often do you think a leader who is strong at both energizing people to achieve results and coaching and mentoring others is rated in the top 10% of leaders? Hint; it’s much higher than most people realize.
Click on The Impact of Coaching Effectiveness for a three minute video clip where I present the research behind this powerful combination and how dramatically these two competencies turbo-boost a leader to the very top. You can then see the dramatic impact of coaching skills on turnover, engagement, discretionary effort, and leader satisfaction.
As our info graphic shows, no other leadership behavior is more correlated with increasing employee engagement than a leader’s coaching effectiveness. Outstanding coaching skills rocket leaders to top-tier effectiveness.
Many crazy-busy, frenetic managers believe it’s a trade-off: “Either I deliver results (often by micromanaging and pushing hard) or I coach and develop people. Which do you want me to do?”
Highly effective leaders get results through people. They understand that peak performance comes from empowering, energizing, focusing, and developing people to their highest potential to own and deliver outstanding outcomes.
I am delivering a rare public workshop (most are delivered inside organizations) of the newly revised and improved Extraordinary Coach development system on January 28, 2016 in Toronto. Click here for details.