Doug Gray, Author at Action Learning Associates

Why managers should manage, and coaches should coach

by Doug Gray | Dec 19, 2015 | Business, change, Coaching, Leadership, Managers, published articles, talent

wrong way stop and take a uturn making a mistake turn back now bad direction graffiti on red brick wall, text and hand

In a recent article published by Forbes, Verne Harnish sloppily predicts that in 2016 the term “manager” should be discarded. All companies should replace the role of manager with the role of “coach.” What rubbish. As evidence he cites only one example- that Zappos does so. Ignore this article because it is sloppy and inaccurate. Why confuse the marketplace or denigrate both roles?

Managers should manage; coaches should coach.

We need consistent terms for “managers” and “coaches” for at least these 3 reasons.

Managers by definition need to maximize the productivity of others. Some hierarchy is mandatory, because the manager’s job requires writing a performance review and determining compensation. Read Peter Drucker, called the father of organizational development, on this point. The idea of maximizing productivity is as old as Diomedes. And as new as Marcus Buckingham. The role requires that managers work in private to coach others, but that skill of coaching should never replace the role of coaching. Perhaps the best model for describing the complex role of managers is Henry Mintzberg’s Managing (2011), which should be required reading for any serious managers, or any student of management theory and practice.

Coaches, by definition, support others to achieve their personal and professional goals. The agenda is defined by the client/leader, not by a coach or anyone else. The process of coaching varies, from a competency approach defined by the International Coaching Federation to a theoretical construct such as positive psychology (the best example is here). In executive coaching, there is a validated need for both internal coaches who expedite the careers of HiPos, and external coaches who provide customized leadership development for senior leaders. None of these coaches are managers. However, managers are often tasked with coaching their direct reports. See point 1.

Confusion abounds in many learning organizations, especially those that are dominated by fear. We do not need any sloppy terminology. Coaching was once an activity designed to remediate some undesirable behavior. Not any more. Coaching now is a targeted behavioral investment. For instance, I collaborate with internal leaders who provide succession planning data, performance reviews, 360 or personality assessments. As an external coach, my role is to accelerate the agenda of senior leaders. There is no better investment in top talent. Retention increases 18 months on average. For an example of the largest global provider of executive coaching, visit CoachSource. We provide scale for any-sized organization, in 45 countries, with over 1,000 expert executive coaches. Results should define your investments, not any silly claims.

Bottom line: Avoid sloppy terms. Call managers what they are. Call coaches what they are. Invest in talent development.

To learn more, call Doug Gray, PCC, at 615-905-1892 or schedule your complimentary, confidential session here .

What are you waiting for?

If you care about physician/ nurse burnout, join this webinar on 12.18.15 at 10:00 CST

by Doug Gray | Dec 8, 2015 | Business

The holiday season is stressful for healthcare providers. They need a hug. They need some tactics.

Resilience can be taught, developed, and fostered at an individual and organizational level.

In this free webinar you will learn to:

1) identify and assess burnout in yourself or others, 2) understand research trends in mental health, 3) increase your resilience, 4) treat burnout at an individual and organizational level.

You may know that physicians and nurses are at a greater risk of burnout than any other professionals.

Did you know that healthcare professionals experience burnout at a HIGHER LEVEL than any other professionals?

CEUs available upon request or here for members of PAHCOM.

When you register, you will receive the GoToMeeting link. Please invite your colleagues.

Or copy and paste this link: https://www.eventbrite.com/e/how-to-diagnose-and-treat-physician-nurse-burnout-tickets-19816272003

Why organizational leadership theories fail…

by Doug Gray | Nov 13, 2015 | Business

Three managers walked into a bar last Friday during happy hour…

The first manager, Mr. PhD, said, “organizational change requires clear definitions of terms and adoption of a theoretical model for our success.” The second manager, Mr. Charisma, said, “That’s B.S. We just need common sense to get these people moving toward a common goal.” The third manager, Mr. Technical, said, “Until we adopt better IT and process deliverables we cannot achieve our intended outcomes.”

The bartender leaned forward and asked, “So, where do you three managers work?”

The implication is that these three perspectives represent three different organizations or work groups. But these perspectives represent three conflicting voices within one manager’s head. Or your head. Or my head. And we process these conflicting voices in a millisecond.

Whatever you think (your theoretical construct or mental model) determines how you interpret the world (external stimuli or stresses) and make decisions (internal adaptation).

You may turn to the bartender and say, “We all work on the same team at Company ABC.” And the wise bartender will ask, “How’s it going for you?”

There is a gap between those models with venn diagrams of Technology, Process, and People. Technology can be bought and sold, and used by competing organizations. Processes can be adopted or improved, and used by competing organizations. But the social capital from people determines the unique success of your organization. Or your failure.

That is why we provide the necessary theories and systems for managers to make sound decisions. Then we coach and consult people to make smarter decisions based on their expertise and judgment. Necessary and sufficient conditions.

Some coaching questions include:

Do any of these perspectives sound familiar?
What do you need, individually and at your organization?
How are you investing in your top people?
What can you do to retain your desired employees?

We know that 80% of your revenue and value comes from the top 15-20% of your employees. If you do not invest in them today, then you will lose the tomorrow.

So what are you waiting for? Call Doug Gray, PCC, today at 615.905.1892.

We all need coaching at times.

Improving Healthcare Begins with Taking Care of Our Doctors & Nurses

by Doug Gray | Nov 12, 2015 | Leadership, Managers, physicians, talent

“How are you feeling, doc?”

“What do you need, nurse?”

I think that Healthcare Innovation starts when we ask questions like these. We need to take care of those who are providing our care.

Frustration young female doctor sitting in her consulting room and looking at document.

Too often we get distracted by shiny technology, or efficient processes, when we need to stay focused on the quality of relationships between caring people. Here is a quick example.

Today I shared a panel with 3 brilliant people at an Interactive Case Study led by Mark Kenny (a client) and his team of professional actors at Hippo Solutions in Nashville, TN (see the link here). The theme was “Hospitality in Healthcare,” and this conference/ showcase occurred at Vanderbilt University. Imagine 3 scenes, 6 actors, 50+ in the audience, 2 skillful facilitators, seamless integration of the audience and the actors and the panelists, and you get a picture of how well this case study entertained and educated everyone.

My co-panelists included Paul Sternberg, MD, Chief Medical Officer, Chief Patient Experience Officer, at Vanderbilt University Medical Center, Darren Hodgdon, National VP of Strategy and Innovation at United HealthCare, and Connie Schroyer, PhD, VP at the Hay Group, based in Arlington, VA. And me. The expert on physician burnout, resilience, positive psychology and executive coaching. We focused on the emotions below the surface of behavior, and concluded that the simplest way to improve the quality of hospitality in healthcare is to ask for feedback, listen well, then support constructive changes.

Years ago we had buttons stating “Hug a Nurse” and “Hug your Doctor.” What happened to those buttons?

WHAT TO DO NEXT?

If you or someone you know is a healthcare professional and would like to know more about burnout and what can be done to help and prevent this Contact Us Here or Call Us: 1-615-905-1892