Although managers are expected to have great technical, this does not mean their technical capabilities can ensure them a promotion into the ranks of management. This is so because there are other factors to be considered besides technical skill such as the usefulness of the coworkers and the coaching. The coaching done on managers ensure that the relevant resources are available to workers and assist helps in identifying an action plan to solve performance issues. The coaching will facilitate technical skills that managers can use to improve their performance problems.
The coaching opportunity provided a problem solving and performance modeling that can increase the credibility of the manager, but does not guarantee the promotion into the ranks of management. This can also be available to the sub-ordinates who have a chance of getting the credibility just like the manager because modeling is a vital leadership function that enables sub-ordinates to emulate the values and behaviors (McComb, 2012). On the other hand, managers are also expected to understand the notion of what coaching is and how it can be implemented effectively despite the tight schedule. This is so because proverbs 27:17 gives an example of good coaching, “Iron sharpens iron, and one man sharpens another” (ESV). Therefore, when coaching is implemented effectively, there are always positive outcomes to both managers and sub-ordinates.
References
Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012). Managing human resources. (7th ed.). Upper
Saddle River, NJ: Pearson Education.
McComb, C. (2012). “Developing a coaching culture: Are your managers good coaches?” Industrial and Commercial Training, 44(6), 345-348.
