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Coaching Defined

Coaching is a structured way of helping individuals to take their lives forward. It is about directing thoughtful effort towards increasing learning.

The Goal of Coaching

The goal of coaching is to establish a firmer connection with an inner authority that can guide vision, urge excellence, and empower the one being coached.

Benefits of Coaching

Coaching brings more humanity into the workplace. "Effective coaching in the workplace delivers achievement, fulfillment and joy from which both the individual and organization benefit:"⁷

1. Achievement means "the delivery extraordinary results, organizational and individual goals achieved, strategies, project and plans executed. It suggests effectiveness, creativity, and innovation. Effective coaching delivers achievement, which is sustainable. Because of the emphasis on learning and because the confidence of the player (the coachee) is enhanced ('I worked it out for myself!') the increase in performance is typically sustained for a longer period and will impact on areas that were not directly the subject of coaching."⁷

2. Fulfillment includes learning and development. "To achieve the business result is one thing, to achieve it in a way in which a player (the coachee) learns and develops as part of the process has a greater value - to the player, the coach (the line-manager) and the organization, for it is the capacity to learn that ensures an organization's survival."⁷ Fulfillment also includes the notion that individuals through coaching begin to identify goals that are intrinsically rewarding. "With fulfillment comes an increase in motivation. That the coach respects the player (the coachee), his ideas and opinions, that the player is doing his work in his own way, that he is pursuing his own goals and is responsible - all this makes for a player who is inspired and committed. In this way more of the energy, intelligence and imagination of each individual is brought to the service of the organization."⁷

3. Joy: Enjoyment ensues when people are achieving their meaningful stretch goals and when learning and developing is part of the process.

These three components - achievement, fulfillment, and joy - are synergistically interlinked and the absence of any one will impact and erode the others. "Learning without achievement quickly exhausts one's energy. Achievement without learning soon becomes boring. The absence of joy and fun erodes the human spirit."⁷

Focusing on the Person, Not the Subject

Coaching is the key to unlocking the potential of your people, your organization, and yourself. It is based on the concept that individuals learn most from the everyday application of skills and by trying things out in practice.

"Not only is there no established body of knowledge called coaching, but the coach often has less expertise that the one being coached. The coach does not need to impart knowledge, advice, or even wisdom. What he or she must do is speak and act, in such a way that others learn and perform at their best."⁷

The coaching is all about helping others to identify and define their specific goals, and then organize themselves to attain these goals. Coaching deals with building an individual's personal skills, from setting the goals, to communication to management style to decision making and problem solving. Coaches draw upon a client's inner knowledge, resources and creativity to help him or her be more effective. It is about bringing the same structure and creativity to your interaction with colleagues as you bring to solving business problems.

Coaching Toolkit

During 1990s, it became one of the "hot" areas of personal, professional, and business development. Coaching aims to enhance the learning ability and performance of others. "It involves providing feedback, but also uses other techniques such as motivation, effective questioning, observing people, energizing people, and consciously matching your management style to the coachee's readiness to undertake a particular task. It is based on helping the coachee to help her/himself through interacting dynamically with her/him - it does not rely on a one-way flow of telling and instructing."⁴

Two-Way Benefits of Coaching

Coaching is a long-term strategy, but the benefits of managerial coaching are two-way:

1. For employees: improved performance, greater enthusiasm, and greater job satisfaction.

2. For managers: improved communication, motivation, delegation, employee empowerment, planning, and monitoring skills

Increasing Role of Coaching at Work

The new breed of leaders recognizes that in today's complex business environment autocracy no longer works, yet the empowerment alone is not enough.  In the new economy driven by knowledge-based enterprises, new emphasis on people development and employee empowerment is driven by several powerful forces⁴:

1. Delayering - a trend toward reducing the number of management levels in organizations' hierarchies. Growing importance of cross-functional teams. Jobs and roles are no longer prescribed and static, so no longer can bosses just go on telling subordinates exactly what to do. Successful companies are now those in which people communicate freely, cross-pollinate their ideas, and learn new skills and habits from each other, and in which managers are also coaches.

2. Changes in the labor market - people are more mobile, and the most successful companies are focusing more on bringing out their employees' potential in order to retain their best performers.

3. Rapidly changing business conditions, markets and technologies - company can no longer rely on providing employees with regular off-the-job training courses. Training now had to be continuous, on-the job, and just-in-time - i.e. by coaching.

Coaching versus Micromanaging

Micromanagement won't work when teamwork and continuous innovation is a priority. Although micromanagement can build discipline, it keeps employees locked within a limited range of action. When micromanagers relax their grip and switch to a coaching approach, the organizations reporting to them often flourish because the staff has the opportunity to utilize and demonstrate its full potential.³ Instead of to do what they have to do to please their boss, team members are encouraged to see how hard and smart they can work to help achieve organizational mission.

Beware however of moving too far toward coaching. Finding the right balance between management, leadership, and coaching styles is the true sign of an inspired and effective manager.

Foundation of Successful Coaching

The coach is the person who is helping you to believe and trust in yourself. "And if a coach asks for trust, the only proper use of that trust given is to return it back doubly to the one being coached. The only authority a coach needs is the authority to say to another 'Trust thyself'."⁷

Foundation of all successful coaching is an open, trusting relationship and goodwill. This trust may exist from previous interactions between the coach and coachee - or the coach may need to earn it. A powerful way to do this is to disclose some of your strengths, weaknesses, experiences, and lessons learned.

Observing - the Key to Coaching

As a coach, you need to observe your coachees in two different situations:

1. When you are watching tasks being performed in front of you

2. When they are reporting back to you on what they have done.

In the first case, you will be observing their attitude, skills, and confidence. In the second case, you will be observing their body language and listen to their emotions...More

Coaching in the Team Context

A well-defined strategy and working approach is integral to effective teamwork. It is also essential for a positive coaching environment. Constructive characteristics of coaching in team context include⁴:

• Shortly after the team has been formed, the leader holds a meeting to agree ground rules and 'team charter' - e.g. team objectives, individual objectives, working hours and likely crunch hours.

• The whole team participates in discussing and drafting the workplan

• Team members discuss personal needs for skill development early and openly

• Ground rules for nondefensive communication are set so that team members feel comfortable providing and receiving ongoing feedback

• The team reviews, regularly or after major milestones, how it is working

Executive Leadership Coaching

Coaching is not consulting and it is not supposed to enter into that established domain of professional activity. Coaching executive leaders involves doing each of the following four steps with professional competence and consistency:

1. Learning specifically what will it take to help your clients to be winners in their own right

2. Developing yourself to be who you need to be to assist your clients in achieving theirs goals

3. Assisting your clients to identify and define their specific goals and organize themselves to achieve these goals

4. Communicating what you do in such a way that it builds the confidence and trust so that your clients allow you to work with them on behalf of their own success.

NLP Solutions: Coaching Yourself

Yourself is the most critical variable of your success in achieving what you want. Developing your capabilities through self-coaching involves setting clear goals, building rapport with yourself, continuous and regularly monitored effort, and attitude characterized by curiosity. The more your attitude towards yourself fits with this coaching profile, the better a coach you will be to yourself or anyone else.⁵

NLP Solutions: Coaching Others

NLP makes clear that the really effective coaches are those who act on the assumption that we are doing the best we can. Any best can be further improved, once we know how.

Having NLP skills, such as listening to your clients and assisting them in tuning in to their own expectations for themselves, would put you at an advantage in performing coaching role for your clients. It is only when what they are going for is completely resonant with who they are, that they can expect to gather up all their potential and direct it at the outcome, says Joseph Riggio¹, a licensed NLP trainer.

Coaching and Self-Coaching with the GROW Model

The GROW (Goal, Reality, Options, Wrap-up) model is one of the most common coaching tools. The framework provides a simple four-step structure for a coaching session.

To improve your performance and develop a roadmap to your personal success, you can also use the GROW model on yourself: identify specific goals you wish to achieve; assess the current situation; list your options and make choices; and, finally, make steps towards your goal specific and define timing...More

Managing Cultural Differences

When coaching someone from a different culture, use cross-cultural differences management techniques and skills, in particular⁴:

• Remember that cultural difference arise from different origins: birthplace; nationality; ethnicity; family status; gender; age; language; education; physical condition; sexual orientation; religion; profession; place of work and the corporate culture of the previous employer.

• Cultural differences can result in higher or lower levels of perceived performance, and in more or less need - and acceptance of feedback.

• Be explicit with yourself and with your multinational team members about the implications of the cultural differences.

• Commit to building shared values and shared expectations - in terms of management style, need for creativity, adherence to deadlines, frequency of progress checks, etc.

Business e-Coaching

To build sustainable competitive advantage for the new knowledge-driven economy and compete successfully in the rapidly changing marketplace, companies need  continuous coaching and learning support to be provided to all their key employees in a continuous and timely way. Responding to these needs, the first-ever online Business e-Coach was developed and launched by 1000ventures.com in 2001...More

Case in Point: General Electric (GE)

As far as Jack Welch, the legendary former CEO of GE, is concerned, middle managers have to be team members and coaches. "They have to facilitate more than control. They should be able to excite and praise people and know when to celebrate. Managers should be energizers, not enervators"⁶. In the company's 1993 Annual Report, Welch noted, "To be blunt, the two quickest ways to part company with GE are, one, to commit an integrity violation, or, two, to be controlling, turf-defending oppressive manager who can't change and who saps and squeezes people rather than excites and draws out their energy and creativity."...More

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