TIPS 4 THE COACH (Part 8)

Framing the Coaching Process.

1. 'Coaching' is an inappropriate term because it is frequently associated with dysfunctional behaviors of autocratic sports coaches. Use some other positive term such as 'co-creation' or 'problem-solving partnership'. (ST)
2. Read the book, Difficult Conversations: How To Discuss What Matters Most by Douglas Stone, Bruce Patton, and Sheila Heen (ISBN 0-670-88339-5). Although this book is not directly related to coaching, the concept of mapping the contribution system (figuring out how everyone contributed to the present mess rather than attaching blame) has significant relevance to the coaching process. (ST)
3. Coaching is related to several other organizational processes including change management, team building, facilitation, performance management, and strategic planning. You can acquire many coaching tips from these other processes. You can also position your coaching session as a part of these other processes. (ST)
4. Here's one of the differences between mentoring and coaching. Mentoring focuses on the relationship while coaching focuses on a specific task. Make sure that your coaching conversations focus on some specific task to be accomplished. (ST)
5. Affirm the best for any situation. Make "win-win" a "self-fulfilling prophecy" (Jill Andrews)
6. Coaching is based in the belief that people want to and can do a good job. If, down deep, you don't believe that, coaching is probably not for you. (Ken Coleman)
7. Coaching is not a one-sided initiative. It is a dialogue, a give-and-take, a sharing of ideas and information. The coach does not have to be the initiator of the process or even any given conversation; the coachee can sometimes take the lead. (Kelly Taliaferro)
8. Coaching is not therapy or taining or consulting. Each has its appropriate time and situation. Spend some time learning which is called for in what kind of situations. (Ken Coleman)
9. The most useful coaching is situational. Consider the difficulty of the task being coached, the skills and experience of the person you are coaching and their preferences in terms of how much 'help' should be given. Sometimes people don't want/need 'the answer', they need a little assistance in finding out how to get the answer themselves. (Jane Koroniak)
10. The prerequisite for coaching is a basic trust in the coachee and confidence that he or she wants to improve. (Bhatia Samir)
11. When coaching a team, assess early whose input is critical for the group's success and whose is less so. Follow up throughout the project with all, but if deadlines are missed or problems arise, you'll know where to focus your greatest efforts--on the important contributors. (Kaye Vivian)
12. There is no single way to coach all the people in all situations. In this list and in various books on coaching you will come across inconsistent and contradictory tips. Instead of asking yourself, "Which tip is right?" or "Which tip is better?" ask yourself, "Under what situations and with what types of coachees will this tip produce useful results?" This will help you become a more flexible, versatile, and adaptive coach. (ST)
13. Be sure that everyone in a group you are coaching has an assigned task, with a deadline and a deliverable. Provide a structure for the overall project, but then stand back and make yourself available to answer questions or be a cheerleader, as needed. (Kaye Vivian)
14. The coach of a group should avoid taking on any of the tasks needed to accomplish the project. By staying outside the tactical execution, the coach can stay objective and help the other team members to achieve their goals...and the overall goal. (Kaye Vivian)
15. Encourage peer coaching. At the end of a training workshop, invite participants to find a partner for implementation activities. Set up a system for these peer coaches to encourage, support, motivate, assist, console, and collaborate with each other. (ST)
16. C.O.A.C.H. stands for these five steps: Connecting with the coachee. Observing his or her job performance. Assessing the performance to select a high-ROI area for coaching. Conversing with the coachee about performance-improvement ideas. Honing the coachee's competencies. Your job as a coach is not complete until you have completed all these steps. (Gabrielle)
17. Remember the line from "The Philadelphia Story" (Kathryn Hepburn says it): "The best time to make up your mind about people is NEVER." (Alain)