If you were asked to list the main duties of a company director, it’s a fair bet that coaching would not be among them. Yet among the seven duties of a director, as enshrined in the Companies Act 2006, is a duty to promote the success of a company.
Some may view this merely as a duty to go to meetings, to promote the company in the media or to actively seek out new customers. However, whilst these are all important factors, this duty runs far deeper; carrying with it a duty to promote the interests of employees, to maintain high standards and to consider the impact of the company’s operations on external parties and the environment.
None of these are possible unless the directors take an active interest in ensuring that employees are coached not only to carry out the tasks connected with their immediate job but also to interact with customers, suppliers and the wider environment in a way which promotes the values and reputation of the company. True, depending on size of the organisation much of the day-to-day coaching will be devolved into the hands of a training department, departmental leader or external organisation but it is the company directors who have to set standards and expectations and to monitor their delivery.
In fact, this duty to promote the success of a company is also a key element of good corporate governance. Setting standards, identifying and controlling risk, creating the vision and strategy are pointless exercises unless employees are not only fully briefed but are helped to assimilate the required behaviours into their working patterns. And it is when it comes to attitudes and behaviours that coaching, rather than training or instruction, becomes the preferred delivery method. If you tell someone to behave in a certain way they may or may not follow your instructions. However, if you coach someone, working with them and helping them to model their attitudes and behaviours then you stand a far greater chance of success.
No one is an island runs the saying and this is certainly true when it comes to promoting the success of a company. Yes, the directors have their part to play but it is in the everyday interactions, in the way in which phones are answered, customer queries dealt with, and all the other myriad interactions which employees have with each other, with customers and with third parties which will shape the ongoing strength and reputation of the company. Success will only follow if employees are coached and encouraged to buy into the strategy and values of the company and it is up to the directors to ensure this happens.
If you would like to find out more about the duties of directors feel free to browse our website www.elementalcosec.com or contact Nick on info@elementalcosec.com.
