Coaching new managers proves to be an excellent investment. Supporting data for this finding resulted unexpectedly from my work with senior leaders and new managers at the same company.
I’ve been an embedded coach at Same Company for over fifteen years. To measure each client’s progress, I gather 360 feedback at the beginning, middle and end of the coaching engagement. Coaching new managers typically delivers improvement scores of 2 – 4 points on a 5-point scale. Senior executives typically improve by 1 – 3 points.
A number of new managers I coached early on, are now senior executives. Along the way, they delivered excellent results in various roles. In addition to developing this new generation of leaders, Same Company’s coaching investment delivered real business returns over an extended period of time.
Why Coaching New Managers Delivers Better ROI
Coaching Senior Managers
- Working with senior leaders involves changing embedded beliefs and well-honed behaviors. Changing embedded habits takes longer than establishing new ones.
- In some cases senior leaders engage a coach to address ineffective behaviors. It takes longer to change perceptions once a leader establishes a track record and reputation for negative behaviors. Confirmation bias sets in. People notice only the behaviors that confirm their perceptions. Even when their previously held views begin to change, one slip up can equate to “She hasn’t really changed.” Slip ups happen. They’re a normal and expected part of the change process.
- Coaching relies on self-reflection and openness to change. But senior executives have likely developed defenses that get in the way of these requirements. They may see the behaviors they’re being asked to change as related to their success, It’s hard to argue with success, Additionally, criticism of leaders abounds, so being an effective senior executive requires thick skin. Defenses are the thickening agent of thick skin and difficult to break through.
Coaching New Managers
- Leadership behaviors are easier to change when they haven’t been reinforced over long periods of time.
- New managers are officially in learning mode. The wise ones know feedback and self-reflection are essential for learning and for their success.
- New managers don’t have years of entrenched behaviors that they’ve associated with their achievements. So the coach and client aren’t arguing with success.
- New managers haven’t developed layers of thick skin required to lead effectively at senior levels. Thinner skin is more permeable. It leaves people more open to feedback, self-reflection and change.
- Coaching helps retain talent. When you provide coaching for new managers, you’re developing better leaders who will likely stick around.
For a long term return on your coaching investment, consider how coaching new managers pays off.