The Association for Coaching® (AC) defines “coaching” as a method of unlocking people’s “potential to maximize their own performance” (Whitmore 2002). Coaching is helping people learn to manage themselves.
Traditional management style is often thought of us having short-term goals, which yields the laying-down of long-term goals to upper-level leadership. Coaching-style management, on the other hand, requires thinking and planning the daily functioning of a team in accordance with long-term business implications. Because of its fundamental nature, coaching-style management builds on a precondition of trust, shared commitment, and the emotional investment of everyone involved.
Coaching style management is an approach to reaching business goals by focusing on professional relationship-building with individual team members. At that, coaching style managers anticipate and support the development of symbiotic relationships between themselves and the people that work for them. This mode of thinking-ahead presupposes a long-term shared effort of a team to meet objectives. At the same time, it also plays a significant role in facilitating the increase of responsibilities team members can assume over time. In fact, growing and developing people to enable them to confidentally pursue and meet business goals is the fundamental purpose of coaching at the workplace.