In most organizations, managers wear many hats; of course, they need to manage their teams, but many also have nonmanagerial duties, such as working on projects or championing company initiatives. It’s becoming increasingly expected that managers also serve as coaches for their teams. Although the manager-as-coach paradigm is relatively new, interest in that role has grown dramatically among companies in recent years.
It’s easy to see why. Modern companies increasingly derive value and create new value primarily from their human resources rather than machinery and factories. Therefore, any opportunity