Coach

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Revision as of 08:11, 8 June 2014 by Martien (talk | contribs) (→‎Sources: += HBR » Jack Zenger, Joseph Folkman » Finding the Balance Between Coaching and Managing)
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Why coach? Out of selfishness as much as philanthropy.

Investing ten minutes in coaching will save an hour.

A coach aims to:

  • enhance the performance and learning ability of others;
  • help people to help themselves;
  • build trust in the coaching relationship—a powerful way to do this is to disclose something of your own strengths, weaknesses and experiences;
  • give feedback;
  • include techniques such as motivation and effective questioning;
  • recognize the coachee’s readiness to undertake a particular task, in terms of their location in the skill will matrix for a leader coach.

As a great coach, you:

  • create more time for yourself and others—working the skill will matrix with your people, you will in the position to delegate more;
  • enjoy the fun of working with a band of colleagues who actually relish working with you;
  • achieve better results with your stable team more quickly;
  • build your interpersonal skills more broadly—which often means you interact and relate better with those around you: family, friends, customers, vendors; and
  • ‘groove’ coaching skills and habits into your daily lives.

Are you a great coach? Assess yourself using the coaching self-assessment.

Also see mentor.

Facts:

  1. the number of enlightened leaders seems to be much greater than people normally think;
  2. many people have found these techniques also help them talk better with their customers—not just with their own teams; and
  3. the coaching tool kit seems to be relevant well beyond the mere corporate world.

A coaching leader takes coaching a step further.

Person being coached by a coach. Closely related to mentor.

Sources

See also