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A Manager's Guide to Coaching by Anne Loehr, Brian Emerson

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The What, Why, and When of Coaching

We are the first to admit that managing people has never been, and will never be, easy. Most people don't dream of being a manager. Ask kids what they want to be when they grow up—they might say a doctor, an inventor, an astronaut…; few will say, “a manager.” However, to advance in one's career usually means a promotion that brings with it the job of managing others. An accountant becomes a Sr. Accountant overseeing an account team, a market specialist becomes a Regional Director with a field staff, and a bioengineer receives a promotion to manage an entire lab. After the initial thrill of the promotion wears off, people realize how complex managing others can be. That's because managing others is a big ...

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