By George Waggott, founder, and Roberto Fonseca-Velazquez, summer law student
George Waggott Law
In the wake of the Great Resignation, workers across the world find themselves in a state of uneasy coexistence with their employers. This phenomenon, now being termed the "Great Detachment," reflects a workforce that, while no longer leaving in droves, remains largely disengaged. However, there is hope. Organizations can win back their employees by leveraging a powerful tool: developing managers to act as effective coaches for their teams.
A recent analysis by DDI, a management consulting company, underscores the urgency of this need. According to a 2023 survey by DDI of 1,826 Human Resources professionals and 13,695 business leaders worldwide, an overwhelming 85% of workers believe that enhancing coaching skills among business leaders will be crucial over the next few years. Despite this, there is a significant gap to bridge: about 40% of leaders report insufficient coaching from their managers, and 31% of leaders say that they want more coaching than they currently receive.
Stephanie Neal, director of DDI’s Center for Analytics and Behavioral Research, highlights the complex nature of coaching in managerial settings. "Coaching can mean a lot of things in terms of manager relationship," she says. "It can be coaching for performance, or can be coaching for improvement, [or] more critical feedback. When we dug into this with leaders and asked them what they want, it is really kind of a career guidance.”
Despite the clear demand for coaching, many leaders are hesitant to seek it from their current managers. Only about 23% of leaders express a preference for coaching from their direct superiors. In contrast, 56% favour instructor-led training, 54% prefer professional coaching, and 31% opt for peer coaching. The message is clear: executives prefer to be coached by third parties as opposed to their supervisor or manager.
The DDI report confirms that the impact of a strong coaching culture is undeniable. Companies that foster such an environment are reported to be 2.9 times more successful at engaging and retaining top talent. Additionally, "high-potential employees"—those capable and eager to advance rapidly—are twice as likely to leave if they perceive their manager as a poor coach.
These findings align with a recent Gallup report emphasizing the outsized influence of managers on employee engagement. The transition from taskmaster to coach is pivotal in enhancing workforce morale and productivity.
Executives and senior Human Resources professionals must be strategic in cultivating effective coaches. First, they need senior-level support to model the importance of coaching. Ensuring that all leaders receive training in how to be effective coaches is crucial. This training should be practical, with employees encouraged to apply their coaching skills in real-world scenarios. Group sessions to share coaching experiences and peer coaching initiatives can also be beneficial.
Accountability is key. Organizations should measure the effectiveness of their coaching efforts through metrics such as employee engagement, retention rates, and business outcomes like customer satisfaction. Ms. Neal from DDI says that employees are able to manage change, and coaches are becoming critical assets for many organizations. “Even though we’re seeing people stay [in their jobs] now,” she says, “we know that the talent pool is going to keep thinning out. And it’s going to be even more critical, of course, to retain people.”
In summary, as companies navigate the era of the Great Detachment, the role of coaches in the workplace is more important than ever. By investing in the development of managerial coaching skills, organizations can re-engage their workforce, retain top talent, and drive sustained success.
For more information about George Waggott Law, please see: www.georgewaggott.com, or contact: george@georgewaggott.com
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