Why is the pulse one of the most important tools for the coaching chaperone?

Coaching leadership is undoubtedly one of the basic building blocks of modern working life. The idea is to give employees and teams more room to use their skills, discretion and enjoy success. This type of management is particularly necessary in specialist organisations, as only through a coaching style of management can employees' skills be made available to the organisation.

In coaching, the frontline manager is not in the "driver's seat", but moves to the "back seat" to support the team's independent decision-making and problem-solving.

However, this type of management cannot succeed without an understanding of the well-being and atmosphere of the team.

This is why the pulse survey is one of the most important tools for the coaching manager

Pulse allows the coaching chaperone to be constantly informed about how the team is doing. For example, the Pulssi survey provides feedback on work organisation and the chaperone's own management style. This information helps the coach to adapt his/her own management to the needs of the team and to improve collective performance. The Pulse also allows teams to look at their own performance and reflect on how they can improve and manage themselves better.

Using Pulse, team meetings, such as "Pulse Retros", provide a structure for team discussions. They discuss, for example, how the latest round of measurements went, what caused the good or bad feelings and what changes are needed to improve operations. Pulse provides frontline staff and teams with ongoing data to make informed decisions and learn together.

Jaska, Rankku and Tiia as pulse users

Jaska leads the sales team at Acme Oy. Jaska's team members work independently and are paid by results. It is important for Jaska to know how her team members are doing and how she can ensure that they are able to succeed. He goes through the pulse results and comments and decides what action to take based on that. Jaska's team members don't look too much at their collective results or at each other's comments on the results.

For Rankku's team members, it is important that Pulssi offers colleagues the opportunity to raise cats anonymously on the table.

Rankku's team members do expert work. The work is partly individual and partly teamwork. Ranku has many different channels at his disposal to know how his team members are doing. Rankku also sees his team members "live" a couple of times a week, working together. For Rankku, the pulse is another important channel to know how the team is doing. It is very good to have one anonymous channel to leave feedback on the work climate and factors affecting job satisfaction. For Ranku's team members, the pulse is also an important channel to know how colleagues are doing. They actively respond to each other's comments and mark them as important.

For Tia, the pulse is primarily a common tool for the whole team to monitor and improve the atmosphere and workflow. Whenever new results are ready, Tiia holds a "feel-good quiz" as part of the team meeting. They look at the latest results and reflect on what's behind them: what's working well and what's not. The team discusses the results and agrees on small, concrete measures for improvement. The Tiia team records the improvement measures on the Pulse platform to make sure they are done. The Pulse service reminds you to implement the development actions and asks you to review their progress at regular intervals. The Tiia team also occasionally takes a look at what other teams are developing and which teams are developing the most across the workplace.

Can your chaperones use the Pulse survey to support coaching?