Developing the Skills III

Some of the best results have always been achieved through the "coaching" of subordinates by superiors.

Conceptual skill, like human skill, has not been very widely understood. A number of methods have been tried to aid in developing this ability, with varying success. Some of the best results have always been achieved through the "coaching" of subordinates by superiors. This is no new idea. It implies that one of the key responsibilities of the executive is to help his subordinates to develop their administrative potentials. One way a superior can help "coach" his subordinate is by assigning a particular responsibility, and then responding with searching questions or opinions, rather than giving answers, whenever the subordinate seeks help. When Benjamin F. Fairless was president of US Steel he described his coaching activities:

When one of my vice presidents or the head of one of our operating companies comes to me for instructions, I generally counter by asking him questions. First thing I know, he has told me how to solve the problem himself.

Obviously, this is an ideal and wholly natural procedure for administrative training, and applies to the development of technical and human skill, as well as to that of conceptual skill. However, its success must necessarily rest on the abilities and willingness of the superior to help the subordinate.

Another excellent way to develop conceptual skill is through trading jobs, that is, by moving promising young men through different functions of the business but at the same level of responsibility. This gives the man the chance literally to "be in the other fellow's shoes."

ACTION POINT: Use searching questions and opportunities to "wear others shoes" to develop conceptual skills.