These days you would be hard pressed to find a leader who does not know that a large part of his job is to coach his employees. Nor is it hard to find evidence that the companies with the strongest leadership cultures are those that develop people at every level.
And yet you don’t have to look too far to find managers who ignore this vital part of their job description. Why? The culture in which they work may not insist on it, and many managers also find the idea uncomfortable. The idea of talking one on one to an employee about how she is doing and what she could be doing better makes them uneasy. So they develop rationales for not coaching.
Here are the most common excuses I’ve heard, and my rebuttal to them.
To read the full, original article click on this link: “I Don’t Have Time” and Other Excuses Managers Give for Not Coaching | BNET
Author: John Baldoni
