Strong leadership begins with effective coaching, leadership and feedback
By Donna Shryer
The most successful supervisors employ the most powerful tools to build unbeatable teams. While it’s only logical to assume that these tools involve sharp, cutting-edge technology, that’s not the point at all. This is about putting the “human” factor back into human resources.
Effective coaching, delegation and feedback anchor a great supervisor’s tool set. When used in combination, this mighty trio helps motivate the entire team, clarify expectations, improve performance and boost morale. The impact can be so profound that the Residential Real Estate Council (RRC) recently introduced a course, “HR Solutions: Effective Delegation and Feedback at the Next Level.” This highly interactive course guides supervisors to successfully use delegation, coaching and feedback to draw the best work from others—without spending more time than they have to spare.
One-on-one interaction between a team leader and team member ignites delegation, coaching and feedback, emphasizes Michael Burkhard, CRS, RRC immediate past president and managing broker at Bray & Co. Real Estate in Grand Junction, Colorado. “In this digital age, it’s easier to send a text than it is to sit down with someone for a conversation. It’s easier, but the team suffers.”
Here’s a deeper dive into how great leaders use these three actions to guide team members and become better managers themselves.
Coaching focuses on the future.
“Think of coaching as proactive rather than reactive,” says Dale Carlton, CRS, RRC past president and broker/owner, Carlton Realty Inc., Fayetteville, Arkansas. “It’s also educational rather than laying down the law. Coaching is how I help someone reach a goal.”
And, Carlton adds, devoting time and energy to coaching a team member can be a powerful motivator. “I think coaching helps someone visualize their engagement with different opportunities,” Carlton says. “When you can visualize something, it’s a big step toward achievement.”
What we know: The Institute of Coaching at McLean, a Harvard Medical School affiliate, reports that 80% of those who receive coaching experience increased self-confidence, and more than 70% benefited from improved work performance, relationships and more effective communication skills.
Feedback is about communication and building relationships.
“Most people see feedback as constructive criticism—helping someone understand what’s preventing them from reaching a goal and how they can make better decisions moving forward,” Carlton says. “At the same time, though, feedback is about acknowledging a job well done. It’s how a good leader can help someone feel a sense of pride in what they accomplish. If I can help someone feel better about their own success, that person is more likely to build on that success.”
There’s yet another layer, Burkhard adds. “I see feedback as a two-way street—more like a conversation between the supervisor and team member. For me, I want to know if this person sees any way we, as a team, might do things better. Are there new challenges I’m not aware of? What solutions did this person figure out to meet those challenges? This conversation gives me a fresh perspective, and it’s very valuable feedback.”
What we know: A 2019 research project reveals that 98% of employees who receive little to no feedback from their managers are disengaged at work—meaning they’re uninspired and unlikely to put in extra effort.
Employees are 20 times more likely to be engaged when their manager provides constructive feedback about weaknesses. If a supervisor focuses on strengths as well, an employee is 30 times more likely to be engaged.
Delegating is about trusting and empowering others to help grow the business.
Great leaders know how to delegate, although it’s a tricky trait to master—largely because the word’s dictionary definition doesn’t tell the whole story. “The literal meaning only brushes the surface of what delegation is all about,” Burkhard says.
For example, Burkhard adds, a good delegator finds the right person to do the right job, which goes deeper than simply assigning a task. It involves watching how different people work, communicate and interact. A good leader also pays attention to an individual’s interests.
A well-delegated project takes careful forethought, but it’s worth the time and energy—as the effort will almost always heighten a team member’s sense of engagement in their own projects as well as their connection to the entire team. “That can make a huge difference in everyone’s success,” Burkhard says.
What we know: In a study designed to quantify the return from delegating activities, thousands of law firms were examined. It was determined that lawyers who work with associates earn over 20% more when they delegate effectively. The figure jumps to 50% for top lawyers who delegate.
There’s no perfect approach
While research continues to reinforce the importance of coaching, delegation and feedback, there is no one-size-fits-all way for an effective leader to deploy this trinity of management principles. For example, some people prefer informal, conversational feedback over a cup of coffee, while others respond better to a formal, scheduled meeting over handouts.
“You have to look at each individual on your team,” Burkhard advises. “How does each person prefer to learn? Are you delegating to someone with experience or is this person just beginning their career? These are things a good leader learns by approaching every team member as an individual.”
A win-win
Good coaching, wise delegation and thoughtful feedback help build a more successful team. Mastering these leadership skills encourages others to shine, bringing out everyone’s top performance, encouraging development and fostering explosive engagement. It’s all good for business.
But the prize goes beyond the bottom line, Carlton says. “The best leaders have greater satisfaction with their own life. When I lead people to do what they enjoy doing most—and are very good at doing—that lets me focus on what I do best. So being a good leader makes life more satisfactory for everyone.”
A Fine Line
The ability to delegate is a skill that separates OK bosses from great leaders. However, it’s easy to cross that line between micromanaging and delegating. It’s particularly tempting to offer too much input when the leader successfully managed a particular project they are now entrusting to another.
It helps to remember the essence of delegating. “People often confuse assigning a task with delegating,” says Dale Carlton, CRS, broker/owner, Carlton Realty Inc., Fayetteville, Arkansas. “Delegation begins with giving someone a task, but you also hand over full ownership of that project. Delegating gives this person the authority to make decisions, and they’re responsible for all results. That includes getting credit for success. It’s a big step further than assigning.”
If after delegating a project the urge to micromanage creeps in, here’s insight from Michael Burkhard, CRS, RRC immediate past president and managing broker at Bray & Co. Real Estate in Grand Junction, Colorado: “Micromanaging wastes everyone’s time. The leader just took on another task and the team member isn’t learning a thing.”
But what if a leader sees a team member about to make a mistake? “As long as this mistake isn’t catastrophic, sometimes you have to let someone slip a little,” Burkhard says. “They need to figure out what they’re doing wrong—so they can figure out how to do it right.”
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