A Successful Coach

I’ve learned to, keep my words positive, for words become my behaviors Keep my behaviors positive, for behaviors become my habits Keep my habits positive, because habits become my values Keep my values positive, because values – values become my destiny Mahatma Gandhi

INTRODUCTION

This paper will focus on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate america. We will also discuss various ways to improved performance through commitment and discuss why some coaching techniques fail to produce the desired results. All coaching is a one-to-one conversation that is, in some way,
One of my most untested theories is that if you want to know how people feel about their organizations and their work, check the bathrooms. William R. Lucas once said, “ a tough-minded” manager said to me once: “Where I come from, the appreciation that you get for doing a good job is that you get to keep you job” (p. 14). In today’s world, this simply does not work. Commitment to superior performance is a function of clarity, competence, influence, and appreciation. People work best when they believe that what they do matters to someone else – especially their bosses. According to Roger Schwarz there are three criteria that must be met to have an effective group:  The services that the group delivers or the products it makes meet or exceed the performance standards of the people who receive it, use it, or review it.  The processes and structures used to carry out the work maintain or enhance the capability of members to work together on subsequent group tasks.  The group experience, on balance, satisfies rather than frustrates the personal needs of group members (p. 21). . Schwarz also describes a problem solving model that work groups can use to identify and solve problems.  Define the problem.  Establish criteria for evaluating solutions.  Identify root
All the walking around in the world will not help managers to get the best from their employees unless managers are walking around as coaches. My boss once said, “coaching is eyeball-to-eyeball management”. Every conversation between managers and employees is potentially a coaching conversation. It is a chance to clarify goals, priorities, and standards of performance. It is a chance to reaffirm and reinforce the group’s core values. It is a chance to hear ideas and to involve employees in the processes of planning and problem solving. More important than all the rest, it is a chance to say “thank you.” My study and research has conclude that coaching is not an option for managers. It is a large part of their basic managerial functions. It is clear that superior managers and superior military leaders engage in coaching – and they do it well. The good news for all is that managers can learn the set of management practices that we call