Leader or Manager as a Coach Trainings are in high demand these days. Companies have understood that a) coaching improves employee performance and b) the future workforce expects their bosses to "serve" (!) as a coach or mentor.
Many mangers however complain that the number one reason that keeps them from coaching their teams is a lack of time.
But you might need less time than you think. The impact of your coaching conversations depends more on the depth than the frequency.
Whether a manager spends 36% or 9% of her time on employee development doesn’t seem to matter. “There is very little correlation between time spent coaching and employee performance,” (...) “It’s less about the quantity and more about the quality.” (...) Encouraging managers to adopt Connector behaviors may require a shift in mindset. “Historically, being a manager is about being directive and telling people what to do,” Roca says. “Being a Connector is more about asking the right questions, providing tailored feedback, and helping employees make a connection to a colleague who can help them.” The most difficult part is often self-knowledge and candor: Being a Connector requires a manager to recognize that he’s not qualified to teach a certain skill and to admit that deficiency to a subordinate. “That isn’t something that comes naturally,” Roca says.