Isn’t it a paradox that as a manager, you have to act as an evaluator and as a coach at the same time? I am sure you feel the tension between the two roles.
Nevertheless the two roles are linked together
As an evaluator, you measure the performance of your direct reports. As a coach you look for areas of development. This combination is not only difficult for you but also for those you coach.
It is like a Catch-22
Your employees may be hesitant to bring their mistakes to your attention for fear of affecting their performance appraisals. If you don’t come to know about their shortcomings, you will never have a clear picture of what’s going on. This will adversely affect your ability to manage your group.
So what is the key to managing the dual roles?
The key to managing is creating an atmosphere of trust. Research has shown that employees learn best from managers who display sincere interest in their long-term career development. It has also been seen that employees learn best from those managers who provide both support and autonomy. Employees open up to those managers they trust.
Therefore, act as an evaluator and a coach at the same time by building trust. This will reduce the tension between the two roles and make you a more effective manager.
