Roles of a Coach Manager

Written by leonard dozier
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Roles of a Coach Manager
Coach managers work with employers to analyse results. (business colleagues image by Vladimir Melnik from

A coach manager is hired by businesses to improve the performance of employees, although management personnel may serve dual roles as coach managers. Coach managers work in a variety of industries that include advertising agencies and financial service companies and may speak directly to employees or provide consultation to administrators. These sessions may be one-on-one or as a part of group settings. Individuals in this field perform a variety of roles and engage in duties that range from fact finding to problem-solving.

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Among the principal roles of a coach manager is the role of investigator. In order to increase the performance of employees, coach managers must ask questions related to the types of work being performed, challenges of performing the work, and possible solutions to get results. Effective coach managers attempt to get employees to talk as much as possible to assemble the kinds of information needed. In this same way, coach managers also employ similar tactics with employers and administrators.


Another role of a coach manager is as motivator. Since businesses hire or utilise coach managers to get better results out of a employees, these individuals must be excellent motivators. By focusing on subjects such as purpose, trust and responsibility, coach managers appeal to many of the issues, such as low morale and lethargy, that prevent employees from performing well and reaching company goals. Similarly, in meetings with management personnel and administrators, coach managers may employ strategies to reduce the blame management lays upon employees in favour of focusing specifically on solutions to the problems faced. In both scenarios, coach managers help companies by identifying meaning and purpose in addition to painting a future for success.


Because it is the duty of coach managers to find out why employees are not performing up to expectations, they have to place themselves in the role of counsellor. Though counselling takes a secondary role to coaching, coach managers must attempt to understand the personal and professional problems of those whose lives they are hoping to impact-––at least on a professional level. In spite of the problems expressed by employees––and even management personnel, coach managers must continue to emphasise solutions and results over problems. According to human resources expert and author, Barbara Mitchell, "coaching should precede counselling." They must also eschew problems or incidents in the past to focus on the future and also help individuals put aside those past problems or incidents.

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