Executive or business coaching is often associated with a benefit reserved for C-suite executives. Seldom do we hear of organizations investing in coaching for middle managers. The lack of investment is usually driven by the belief that upper management should be able to effectuate organizational change and achieve organizational goals by simply communicating clearly to their middle managers their expectations.  However, change at the front line is often met by significant leadership gaps by middle managers who work directly with front line personnel. The other challenge in a healthcare environment is middle managers bring clinical backgrounds and may lack basic leadership skills to develop direct reports, manage conflict, align organizational goals and motivate their teams to a higher level of performance, for example.  

Middle Managers often perform, as skilled technicians limited by what they are told rather than performing as problem solvers capable of moving and aligning personnel and resources with the organization’s goals and strategies. These are some of the ways coaching may assist middle managers.

While this description may be an over-simplified description and prescription for challenges on the front line, coaching for middle managers does bring a heightened self-awareness that allows them to articulate and learn how to advocate for what support they need to be successful, identify and develop skills needed to fill in the gaps among themselves and their people, and formulate a clear action plan based on their strengths and weaknesses and their team members. Healthcare organizations are now retaining certified external coaches to address this critical need. Some organizations have tried to address the unmet demand for middle managers coaching with internal coaches or a Learning or Organizational Development Team. But think about the probability of an employee being transparent with an internal coach about their short-comings. Trust is a critical part that certified professional coaches consider in determining whether they can properly serve a coachee. And similarly, there is a question of whether there is a conflict of interest before accepting an engagement with a client. In short, these are questions an external certified professional coach will ask themselves and sometimes client to ensure a potential coach relationship holds promise to attain a heightened self-awareness by the coachee.

While the cost of coaching may be a factor in hiring external certified professional coaches, many experts will argue organizations don’t have the luxury to NOT invest in coaching, and there are many programs that are flexible to meet coachee’s goals and stay within clients’ budgets. According to Manchester Inc, coaching has a 570% return on investment. And part of the reason coaching is a lot more effective than training is because coaching is personalized and tailored to the individual. 

Training requires the person connects the dots sometimes in isolation. Coaching, rather, is an intense exchange between coachee and the coach that heightens the client’s awareness to effective options and a path to achieve their goals. Personnel Management Association notes there is an 88% improvement with coaching versus a 22% improvement with training.

There are many applications where coaching can make a difference. Business coaching that focuses on middle managers offers many benefits including formulating an action plan around areas of business and personal life one may want to make a difference.

Sabrina Brown is Executive Director with Metrolina Business Alliance. Metrolina Business Alliance is an organization that offers coaching, consulting, and professional support services to organizations across the country She is Certified Professional Coach. Contact Sabrina Brown atsbrown@MetrolinaBusiness.com.