New to her role, a young waitress is struggling to pull up a customer’s check. Though they are trying to be patient because she is new, it is clear the customer is increasingly irritated. The waitress’s manager approaches and is faced with a choice: do they help her through the process, or step in entirely to quickly assist the customer?
In one form or another, we have all been the waitress or the manager at some point in our career. New to a role, we need hands-on practice and guidance to learn, but this cannot be at the expense of deadlines, problem resolution or guest satisfaction. As leaders, we need to decide on the best approach to get a positive outcome for both our employees and the business.
As new leaders, many of us will lean towards stepping in and managing the situation: we want to prove ourselves by minimising issues and to show our team we are in charge. As we become more experienced however, identifying moments for coaching becomes easier; as a senior manager overlooking other leaders, it is an essential tool for their development.
But what are coaching and managing, and how do we decide which style of leadership will get the best results?
Coaching focuses on the development and growth of individuals. The coach helps them identify their strengths and weaknesses, set goals, and develop a plan to achieve them. The focus is on building skills, improving performance, and increasing job satisfaction.
Managing, on the other hand, involves overseeing and directing a group of individuals to achieve specific goals and objectives. The manager sets expectations, provides resources, and monitors progress. The focus is on meeting organizational goals and objectives, and maintaining efficiency and productivity.
In short, coaching emphasizes personal growth and development, while managing emphasizes meeting organizational goals and objectives.
Neither coaching nor managing is inherently "better." Both have their strengths and weaknesses and are suitable for different situations and types of people.
Coaching can be effective in helping individuals reach their full potential, improve performance, and increase job satisfaction. It is ideal in many cases for helping employees to improve performance or advance their skills to be ready for a promotion. However, it may not always be suitable for achieving specific goals and objectives in a timely manner – for example, getting a customer their bill so that they can be on their way!
Managing can be effective in ensuring that organizational goals are met and that the work of a team or department runs smoothly. However, it may not always prioritize the development and growth of individuals, which can lead to low morale and reduced job satisfaction. People who don’t have the opportunity to build their skills through trying new things or who don’t feel trusted to perform are unlikely to reach a higher level.
The best approach depends on the context, the individuals involved, and the goals to be achieved. Due to the varied and ever-changing nature of hospitality, a combination of coaching and managing is often appropriate.
Going back to our waitress, either approach could be used; the choice depends on the people involved. If the manager can diffuse the situation, they may have the time to guide the waitress through the process and so set her up for more success the next time around. If, however, the customer is clearly in a hurry or becoming upset, or the waitress is overly flustered, then it is better to step in completely with a training session at a later time.
As leaders, we will be faced with such situations often, and our own style may lean more in one direction. Learning to identify the best approach, and to make each style effective in its own right, will help us ensure that our teams and business reach their full potential.