The Role Of Coaching

By | November 26, 2014

What Is Coaching?

  • Coaching takes over where ‘Training’ leaves off
  • Training focuses on providing additional skills for individuals and teams to do their jobs better and to contribute more efficiently to achieving corporate objectives.
  • ‘Coaching’ recognises that within each individual and team is a further potential to develop and enhance their contribution that has yet to be released.
  • ‘Coaching’ recognises that a lack of skill, technique and experience is only one reason why employees (performers) do not always demonstrate the best performance of which they are already capable.

A Coaching Framework Will Limit:

  • Self-image that people stops trying new things.
  • Fear of failure or the acceptance of ‘compromise’ too early.
  • Lack of self-responsibility for creating the results they want.
  • Unclear personal goals that lead to a lack of internal motivation.
  • Unclear corporate goals that individuals cannot connect with the ‘What’s in it for them?’ factor.
  • Lack of structure or framework that demonstrates that the development of the individual or the team is a priority of the organisation.
  • Lack of supportive relationships with Managers which could empower individuals to be creative, take risks, explore new possibilities and take personal responsibility for achieving team and corporate objectives.

The Role Of a Coaching Manager

  • Developing
  • Educating
  • Coaching
  • Supporting
  • Guiding
  • Trusting

Not just because he/she wants to ‘get the job done’ but because he/she uses ‘getting the job done’ as the vehicle for helping individuals to expand their potential and make a bigger contribution to their teams, their organisation, their society and to themselves.

Coaching Is The Only Way To Win The Game Of Change

  • Everything is moving so fast that enlightened business leaders know that what worked yesterday is unlikely to be the same as ‘what works’ tomorrow and the day after.
  • One of the reasons that today’s managers often feels frustrated and ineffective is because he/she tries to replicate yesterdays answers to today’s new challenges. They do not yet recognise the new challenges and that they don’t know the answers or what to tell their people.
  • The effective coach does not know all the answers either, he/she does know that not knowing the answers is not the problem.

His/her role is to develop his performers to find out the answers and he/she does this by:

  • Helping set goals that really excite and motivate an individual. Traditionally imposed goals rarely do this.
  • Creating an environment where performers can learn and ‘own’ their performance. Accountable for every new result and acknowledged for every step forward.
  • Providing a supportive relationship which becomes more performer-centred than manger-centred (unleashing the untapped power of the individual, traditionally restrained to merely doing the job.)
  • Creating teams of people all committed to not only achieving corporate objectives (the traditional manager’s role) but all committed equally to helping each other become the best performer they possibly can be.

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