Learning to Be a Better Boss:
Executive
Coaching for High
Tech Managers
by Sharon M. Gazda
President, Edizen
With the business world still reeling from the after shocks of September 11th, the pressure
on executives and managers is greater than ever. Organizational leaders at all levels
are being looked at to deliver not only business results, but also confidence and reassurance
in dealing with the human, emotional aspects of our uncertain times.
For many high tech executives and managers, handling the "softer side" of
business has never been easy. By nature the personality traits that allowed them to excel
technically are opposite to those required to effectively communicate and relate to others.
Consider this. Typical high tech protégés are extremely smart, over achievers
with reputations for rolling up their sleeves and getting things done. They prefer the
logical world of data to delving into complex emotional relationships. They can work
alone for long periods of time and are consummate perfectionists.
When these highly capable, driven individuals step into management positions however,
these same traits serve to alienate them from their employees. Their technical skills
suddenly become less important than their ability to relate to people. After all, the
definition of management is achieving results through the efforts of others.
For high tech managers facing this dilemma, the answer may be an executive coach. A
relatively new approach in business learning, many executives and managers are finding
coaching to be an effective and efficient way to achieve real and lasting benefits. The
primary reason is that learning key management skills can be easier through on-site coaching
rather than participating in off site workshops. In addition, coaching takes a long-term
approach as changing behaviors takes time and effort.
What are the key skills of effective managers? While volumes have been written on this
subject, executive coaches generally focus on three areas: Delegation, Communication,
and Vision.
Delegation
While delegation is recognized as one of the most often cited skills of exceptional
leaders, many high tech managers hesitate to delegate. Letting go is not easy. Many are
used to doing everything themselves and sharing their work and responsibilities may seem
risky. However, in moving from a hands-on supervisor role to management, high tech managers
must overcome this fear of failure. The bigger risk is that by not delegating, it can
send employees the unintended message that, "My boss doesn’t think I know
what I’m doing." Conversely, if the lines of responsibility are opened, managers
are able to mobilize resources and achieve better results than they have could alone.
For the organization, delegation results in increased productivity. It also engages employees
and encourages them to speak up and offer ideas to improve the work process.
Communication
The second key skill is communication. This covers everything from leading regular status
meetings to casual water cooler conversations. For many high tech managers, face-to-face
meetings and interactions with employees can be uncomfortable. The temptation is to cut
back on these personal encounters and communicate via email and voice mail. However,
managers at all levels need to understand the value of consistent, face-to-face, quality
communication. What's more, communication is not limited to the exchanging of words – actions
and body language are also important. For example, in an effort to keep focused on their
tasks, many managers position their desks with their backs to the door or they cruise
through the office area without making eye contact with individuals. Actions such as
these can send a multitude of unintended messages.
Vision
The third key management skill is vision. With a clear plan in place, managers are able
to impart a sense of confidence and reassurance that calms and motivates employees. This
is particularly essential in times of uncertainty. However, managers sometimes neglect
to take the time needed to plan and think things through. Outside factors such as a fluctuating
economy and organizational shifts can pressure them into acting in a reactionary, crisis
mode. As a result, they don't dedicate the time needed for thoughtful reflection when
in fact that is what is most needed. Managers need to understand that taking time saves
time. A couple of hours of careful planning spread out over a month can make a tremendous
difference in their ability to prepare for and deal with situations.
Working with an executive coach can help managers to identify problem areas such as
these and enhance their performance. Using the tools of observation and constructive
feedback, coaches can help managers adapt their personal styles to work more effectively
with their peers and employees, providing measurable and sustainable results for the
organization.
Sharon Gazda is President of Edizen, a consulting company specializing
in Executive Coaching and Strategic HR Planning to help executives master the art of
business.
EDIZEN Insights #6
© 2001 by Edizen Corporation. All Rights Reserved.
For feedback or comments:
.
Feel free to call Edizen at 413-788-0077 / Toll Free 866-334-9362
^ Top of Page |  Print Version
|
