Whose duty is to create happy and engaged employees?

From ‘manager’ to ‘leader’ with coaching skills

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In our developing and changing world, one of the most popular concepts of today is undoubtedly employee engagement. Along with the numerical increase and diversification of business opportunities, the importance of the value of ‘freedom’ in the new generation thinking system, compared to the past, naturally and negatively affects the employee turnover rate and employee engagement.

To survive in regional or global competitive markets, companies put in great efforts, financially and systematically, to retain their current talents and to be attractive for ‘human resources’.

Leaders who can activate the system are responsible for and ignite the passions of the members of the system and make the process of employee engagement sustainable.

When we look at why they are so effective, we see that besides their vision, strong strategies and creative ideas, more importantly, they have a style that positively affects the emotions of the people they work with, by being emotionally strong themselves. Only in this way can the true potential of the system be revealed and reach maximum performance and positive emotions. Because at that point, emotions and thoughts develop together and people ‘really’ feel the urge to act and become motivated, so that continuity is naturally realised.

To observe the changing and developing conditions and the dynamics affecting the system, the leader should be able to anticipate, not only the present, but also the future as well as possible. He should be a very good development planner and change manager by analysing the possible situations and complexities he sees. It is necessary to see the whole and focus on the future, not on daily successes or failures.

From ‘manager’ to ‘leader’ with coaching skills

When we look at leaders who think globally, who are visionary and who have ‘advanced coaching skills’, we see that they primarily spend time and energy for their own development and focus on themselves.

They discover what their own resources are, how they can use them, what else they need and they strive to improve them. Success may bring more work for them, but at the same time, they allocate balanced time to their work as well as their private lives, and thus, manage to have a life of their own. They also strive for all members of the system to reach this balance.

While they attach importance to their own personal development, they also focus on the development of all members of their team. Instead of telling them what to do, they ask strong questions about what they do and how they can achieve their goals. They don’t just listen to their team members, they try to understand them deeply and find out what they really want to say.

In the system of leaders who display a global, visionary and coaching approach, ideas are shared, people learn from each other, decisions are taken jointly or in cooperation, the rate of achieving goals is high, and team spirit and success are mentioned. They are aware that being open to knowledge, learning, innovation and human-centered working are very important for achieving sustainable success. Therefore, they lead by focusing on ‘human’ and always staying ‘human’.

That is why, only ‘leaders with coaching skills’, who understand this fact and the systems they influence will thrive, and those who achieve sustainable growth will be able to create a brighter future.

According to the Building Strong Coaching Cultures for the Future, a 2019 study from the International Coaching Federation and the Human Capital Institute (HCI), developing coaching skills for leaders is an ongoing process in organisations with strong coaching cultures. Since 2014, managers and leaders using coaching skills continue to be the most commonly deployed coaching modality for organisations that have participated in the 6 ICF/HCI researches on the topic, with 82 versus 60 per cent for external coach practitioners and 57 per cent for Internal coach practitioners. When asked how these offerings may be differentiated in the future, 83 per cent of the respondents said they plan to increase even more the use of managers/leaders using coaching skills within the next five years.

Developing coaching skills is a journey of learning and practice – ask any ICF credentialed coach!

To learn more about professional coaching and its organisational benefits, visit International Coaching Federation.

The International Coaching Federation (ICF) is the world’s largest organisation leading the global advancement of the coaching profession and fostering the role of coaching role as an integral part of a thriving society. Founded in 1995, its 40,000 plus members located in more than 140 countries and territories work toward the common goals of enhancing awareness of coaching and upholding the integrity of the profession through lifelong learning and maintaining the highest ethical standards. Through the work of its six unique family organisations, ICF empowers professional coaches, coaching clients, organisations, communities and the world through coaching.

In India, ICF is represented by six vibrant chapters, all led by volunteers — ICF Bengaluru, ICF Chennai, ICF Delhi, ICF Mumbai, ICF Pune and ICF Hyderabad.

Naci Demiral is a master certified coach (MCC) by the ICF, an executive leadership coach, team coach and mentor coach. He has been giving support as a volunteer to ICF Turkey chapter, where he held several positions before becoming President between 2014 and 2016. He still acts as an advisory past-president for the new chapter leadership in place. In addition to his practice as a coach within The Coaching Company, he delivers leadership trainings, speaks at international conferences and writes articles on management, leadership and coaching for professional business magazines

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