Research Paper: Transforming Teams – Coaching Approach in Delegation

Research Paper By Amir Iqbal
(Executive Coach, PAKISTAN)

True leaders don’t create followers; they create more leaders.

The purpose of this paper is to explore the idea of using coaching approach in delegation as a tool to develop individuals, teams and organizations.  Today the organizations recognize the fact that in order to succeed in this competitive environment, their employees have to be not only well trained but motivated and empowered. The decision making has to be de-centralized and leaders have to be developed at every level of the organization. Hence, leaders have to create more leaders. With this premise, applying coaching techniques in the delegation process can not only help develop & empower the employee; but also help develop leaders. This is obviously been seen as and when this approach makes business sense.

Scenario

Ali, head of sales operations, was sitting in his office going through the annual performance review documents of his team. Annual review was a very well structured process in the organization, which not only captures the level of performance but more importantly identifies the needs for professional development of each employee and the plan. This document is the outcome of the discussion and agreement between manager and employees and it is review on quarterly bases.

While reviewing the developmental needs of Asad, a bright young MBA in his team, one of the areas which were highlighted during the discussion was to improve Asad’s ability to analyze sales data and translate it in form of business impact. His department receives lots of data from internal and external sources, with better quality of analysis Ali can make better business decisions.

Since the start of the year, Asad has attended 2 training workshops on “Effectively using data for business decisions” and have shown some improvement, but Ali was not fully satisfied. Ali was of the opinion that “These training workshops are good to understand the theory and motivates the employees, but once they are back in the real life, little is implemented”. He was thinking what else can be done to help Asad improve. Ali also had a personal motive in this, as he has to spend lot of his time to analyze the data for his decision making “If Asad can analyze the data better and provide be with analysis I will be able to spend more time in taking better decisions and implementing them”, at time he would get frustrated.

In his own development requirement, Ali has identified that he should be delegating better to free up some of his time to focus on key matters. With Asad’s developmental concern in his mind, he decided to better understand delegation and start practicing it.

Delegation Delegation is one of the key skills for a manager to succeed. As per Wikipedia, Delegation is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core concepts of management. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. However, the responsibility of the decision remains with the person delegating. Delegation when used effectively helps share the work load of the manager, it also facilitates ownership, motivation, empowerment and development of the delegate (person or group whom assignment is delegated). Effective delegation starts with defining the task, identifying the delegate/s, communicating the task ad expectations, agreeing on the outcome and timelines, providing resources and authority, completion and feedback.

Ali was convinced that if he delegates some data analysis tasks to Asad, it will not only help develop Asad but will also help develop him and with extra time he will focus on more important and critical matters.

So the next morning Ali defines a specific task, calls in Asad to explain him.

Ali: Hi Asad, please take a seat…  As you are aware that 2 of our sales regions have not been able to achieve their monthly targets for last 3 consecutive months. I have been thinking about the reasons but I am unable to pin point the reason and help them, even though we have so much data in our organization. I would like you to review the trends and other data to understand what could be the reasons and possible solutions. What do you think?

Asad: OK, sounds interesting assignment as we are all concerned about these regions. This will also help develop my data analysis skills which were mentioned as developmental area in my annual review and I have attended training on this as well.

Ali: Great. I would like to get your report in 2 days time In the meanwhile if you need any support feel free to come to me. Do you have any question?

Asad: No, I am clear.

Next day Asad comes to Ali with queries regarding the assignment. Ali gives him clear directions on what to do and how to do, explaining him steps in detail, ending up spending lot of time. Next day when Asad can back with the final report, Ali was not happy with the analysis and Asad was also frustrated as he has put in extra effort and he ended up following directive instructions from Ali on how to do what.

This scenario may sound familiar. Most of the managers often use delegation as a tool to get work done, reduce their own workload. When used correctly, it is a very powerful tool for organizational development. Developing team capabilities and future leaders is one of the central idea successful delegation.

Coaching The International Coaching Federation defines coaching as: “Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives. Coaches help people improve their performances and enhance their quality of life” To further establish coaching in business setting and differentiating from mentoring, in ICA’s “What is Coaching” module it is stated “In a business setting, mentoring is a formal relationship that is established with someone who is an expert in his or her field. Like consulting, mentoring involves passing on benefit of a set of specific experiences. A coaching relationship, on the other hand is a partnership whereby the coach walks side by side with the client. The coach supports the client in drawing their own wisdom and following their inner guidance.”

Coaching as an approach for effective delegation

Coaching is a journey undertaken by the client and the coach to achieve certain goals as identifies by the client. The relationship is based on the premise that the client is whole and has all the answers within and is commitment to take action and make the change that will enhance his performance and enhance his life. It is a future looking and action oriented exercise. Coach is a partner in the pursuit and co-creates an action plan on what the client wants. On the way, the coach listens, questions, encourages, acknowledges and celebrates with the client.

Now, how can we use this approach in developing our teams through delegation? As mentioned earlier, it may not be possible /advisable to use coaching in all the delegation incidences and similarly all the developmental needs cannot be fulfilled through delegation.  It has to be a mutual understanding and agreement between the manager and the subordinate on when to use it.

Coaching Application

Let’s review some of the key coaching skills and their application for this purpose.

It is always client’s agenda:

In our scenario above the annual performance review process is the starting point for this journey. It is imperative that this process in dynamic and open enough to enables and encourage an open discussion between the subordinate (client) and the manager (coach). This process will help identify the developmental needs and the plan of which coaching can be one of the initiatives. Key here is that the subordinate should have full buy in of the development needs. The manager acting as coach can help create awareness.

Sample questions:

Trust and Openness:

In order to have strong foundation, both the manager and the subordinate must have full trust in each other. The subordinate must trust his manager that he is fully transparent and really wants to help him develop. Similarly, the manager must have trust that the subordinate is fully committed to take action. The catch here is as the manager has direct influence on the subordinate’s career and compensation, the manager (coach) has to ensure that he provides an open, trustworthy and non judgmental space in the situation. This is a different level of leadership and requires effort from both the manager and the subordinate to nurture.

Creating Structures:

What structures. processes, tools support are required by the client to achieve the objective. This requires both internal structures and the external structures. To have awareness on what is the learning style of the client/subordinate, what strengths he has, what has worked previously.

Example:

Ali: What support do you require to improve your data analytical skills?

Asad: mmm, I will need some training on data analysis. Maybe an external workshop

Ali: OK, so we will arrange to identify appropriate training for you, anything else?

Asad: I was thinking that training workshop will provide the required skills but I will also need to start using it on job.

 Ali: Ok, so what can I do for you in this regards?

Asad: Maybe you can stat giving me some tasks and assignment where there is need for data analysis.

Ali: ok I will keep this in mind and expect some assignments being delegated to you.

Delegating with clear developmental objective:

Both the subordinate and the manager should be clear on the expectations and objectives of the delegated assignment and how it is aligned with the developmental needs of the subordinate.

Example:

Ali: Hi Asad, please take a seat… 

As we agreed during your performance review discussion that I will delegate you with assignment which will help you polish you data analysis skills, there is an assignment for you.

Asad: Yes I remember that and was looking forward.

Ali: You are aware that 2 of our sales regions have not been able to achieve their monthly targets for last 3 consecutive months. I have been thinking about the reasons but I am unable to pin point the reason and help them, even though we have so much data in our organization. I would like you to review the trends and other data to understand what could be the reasons and possible solutions. . I would like to get your report in 2 days time.  How do you feel about it?

Asad: OK, sounds interesting assignment as we are all concerned about these regions. This will also help develop my data analysis skills which were mentioned as developmental area in my annual review and I have attended training on this as well.

Ali: I am glad that you attended the training for this. After training how do you feel you have progressed?

Asad:….

Acknowledgement:

To let know of the subordinate of their strength or how they are progressing. It is not an opinion rather an honest feedback.

Ali: I must acknowledge Asad that since our discussion last month I have seen you working on your data analytical skills, you have attended after office hour training session and you sound more confident.

Listening:

The manager and subordinate relation is rather sensitive then a regular coach client relationship. At times the subordinate is reluctant to speak the real feeling and situation due to the fear of being judged. Especially in the early stage of the relationship. At this stage it is critical for the manager to not only listen to what is said but also what is not said. Emotional Intelligence, body language and underlying beliefs are important.

Ali: ok, any other question regarding the assignment?

Asad: You want it in 2 days time?

While saying this Ali could feel that Asad’s tone was slightly unsure and weak

Ali: How much time would you require?

Asad: 1 more day so that I can have enough time to look it from all the angles.

As Ali was actively listening, he was able to pick up non verbal cue and asked the question. This will not only help Asad to deliver better but also now he has more ownership of the timeline.

Ali: Great In the meanwhile if you need any support feel free to come to me. Do you have any question? Ali: Asad

Powerful Questioning:

As a manager this is one of the most sensitive areas to ask powerful questions that help the client to open up the mind and learn through the journey. This requires the manager to be patient and mindful. On one side he knows exactly what to do and how to do, however as a coach he should avoid providing the solutions. Otherwise there is no coaching, but the regular directive style of management.  Most of the times the manager is also time stressed. This may take longer, but will have more learning and developmental impact.

Sample questions

1.  As initial thoughts what are the angles you will review the data?
2.  How do you think you will attempt this assignment?
3.  Is there any other way to look at?
4. What are the potential hurdles for you to achieve this task?
5. What can be done to overcome these hurdles?
6. Who may be available to help/support you in this?
7. How confident do you feel on this assignment?
8. What is your next step?
9. When would you like to touch base with you on the progress and if you need any help?

Accountability:

In coaching context Accountability means to support the client to keep them on track of their progress and their commitments. In the context of delegation relationship, accountability is the integral part. As at the end it is the manager (coach) who is accountable for the results of the delegated task. As mentioned earlier that it takes a different level of management and leadership skills and mindset. Finding the right balance, being patient, listening and questioning will help make the progress. The manager needs to keep the bigger objective in mind that through this approach he is getting the work done and also developing the teams/leaders.

Once the task is concluded it is important to review and determine what have been the key learning and development both for the manager and the subordinate.

Conclusion:

The role of Managers in the new era organization has evolved. For their personal aspirations and organization growth achieving targets and goals is not good enough. They have to develop their teams and their own replacements. Besides now in the complex and dynamic business environment, a successful manager is one who knows how to prioritize, which tasks needs his personal acumen, attention & time while  others can  be delegated.

Transforming Teams – Coaching Approach in Delegation

By using coaching tools and mindset in delegation can be key in developing teams, empowering them and getting work done. This requires Managers to make a conscious effort in learning and shaping their skills as a coach and focusing on the developmental needs of the team.

Transforming Teams – Coaching approach in Delegation