The Manager’s Role in the Coaching Process: A Key to Unleashing Growth

‍How does a manager’s involvement shape the coaching process? If the relationship between the individual and their manager is built on trust, the results can be extraordinary. However, even when trust is lacking, the coaching process still generates invaluable insights. For instance, if both parties approach conversations with hesitation, it can reveal hidden resistance. This resistance, while perhaps not immediately understood, provides the organization with crucial data—a glimpse into dynamics that might otherwise remain invisible.

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The Hidden Power of Manager Feedback

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1. Seeing Beyond Blind Spots:

Let’s face it—most of us are a little blind when it comes to our own development. Managers, with their external perspective, can shed light on strengths and growth areas that might escape an individual’s notice. For example, someone may believe they struggle with setting boundaries, constantly making it a coaching goal. Yet, unbeknownst to them, they’ve already mastered this skill, often surpassing their peers. Their manager might point out, “You’ve actually become a role model in this area. Let’s redirect your focus to something new.” This external feedback helps individuals allocate their energy where it matters most.

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2. Aligning Goals and Sparking Dialogue:

Early in the coaching journey, incorporating manager feedback during goal-setting is invaluable. The individual might agree with the feedback and adjust their goals accordingly. Or, they might disagree, voicing their perspective during the conversation. This disagreement can lead to fruitful discussions, opening up new avenues for understanding. Alternatively, if the individual hesitates to express their disagreement, this hesitation itself becomes a valuable coaching insight—perhaps pointing to issues of trust or communication between the manager and employee.

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3. Navigating Resistance with Grace:

Sometimes, an individual may outright reject their manager’s feedback. For example, if a manager suggests improving communication skills, the individual might initially dismiss the idea. However, as coaching sessions progress, they might begin to reflect: “Could this feedback be relevant in certain scenarios?” This shift allows the coach to introduce new perspectives and deepen the individual’s self-awareness, often uncovering hidden growth opportunities.

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The Magic of Mid-Process Check-Ins

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Among all touchpoints in a coaching program, mid-process evaluations are the crown jewel. Closing sessions, while valuable, often take on a celebratory tone. Everyone agrees the program was beneficial, pats each other on the back, and moves on. But mid-process check-ins? That’s where the real magic happens.

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At this stage, the manager, employee, and coach come together to reflect on progress, recalibrate goals, and realign expectations. It’s a moment of honesty and recalibration:

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• The employee takes the lead, articulating their growth and progress. The coach doesn’t speak on their behalf—that would breach confidentiality. Instead, the coach helps the individual prepare for this conversation in advance, ensuring they’re equipped to share their journey confidently.

• The manager provides their perspective, noting visible progress or areas where development might not yet be evident. For instance, they might say, “I see improvement in your presentation skills,” or, “I haven’t noticed a change yet.” These observations offer the coach and employee a roadmap for the remaining sessions.

• Organizational Alignment: Certain developmental goals—like reducing meeting overload or increasing opportunities for project involvement—require structural adjustments. Mid-process discussions allow employees to voice these needs and enlist their manager’s support.

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Why Mid-Process Matters More Than the End

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Unlike closing sessions, which often focus on reporting and reflection, mid-process check-ins drive forward momentum. They offer a chance to ask critical questions: Are we on track? What’s working, and what’s not? This clarity ensures that the coaching process evolves in real time, addressing gaps and maximizing impact.

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For example, if the manager’s feedback reveals that an employee’s progress isn’t visible enough, it might point to a need for greater organizational visibility. This insight allows the coach to help the individual develop strategies for showcasing their achievements more effectively. Similarly, if the manager highlights ongoing challenges, the sessions can pivot to tackle those issues head-on.

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The Subtle Role of Closing Sessions

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While end-of-program meetings can be useful for wrapping things up, they tend to focus on celebrating successes and summarizing progress. It’s a time for affirmations and acknowledgment, leaving everyone with a positive impression of the investment made. While important, these sessions lack the depth and actionable focus of mid-process evaluations. That’s why mid-point manager involvement is the real game-changer.

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A Collaborative Journey to Growth

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Manager involvement in the coaching process is a delicate balance but a powerful one. Whether it’s uncovering blind spots, fostering alignment, or revealing critical dynamics, the manager’s role enriches the coaching journey. Mid-process evaluations, in particular, stand out as moments of transformation, driving accountability and collaboration. By thoughtfully integrating managers into coaching, organizations can unlock not just individual growth, but a ripple effect of progress across teams and the entire organization.

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At Sparkus, we believe that coaching is not a standalone activity but a collaborative journey. Together, we can create a culture where managers, employees, and coaches work in harmony to achieve growth and success. Ready to make coaching a cornerstone of your leadership strategy? Let’s get started.

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