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Coaching Changes You - Coaching for Today

Updated on July 12, 2014
Evolving
Evolving | Source

Where you are or an individual on you team is, today, is a result of the choices and the decisions, both conscious and unconscious, that you have made in life.

Coaching has been well published to be a priceless catalyst to help individuals (and organizations) shift directions and change or leverage leadership behaviors or perspectives that can alter the outcomes of their future decisions. Coaching supports dreams, goals, skill development, and aspirations.

Does coaching employees really enhance performance? That depends, of course, on what the performance measure is. If you want to increase sales, raise the bar of performance, enhance skill development, or tap into the talent of individuals on your team, then the answer is a resounding “yes.” When desire and commitment are present, coaching has been well documented to be a viable component for growth and success for individuals and organizations alike.

It is simple but true that people achieve success when they have desire, commitment, and discipline and choose to pursue their goals with intention and focus on the right things that achieve the right results.

Help your employees see that coaching is not a nebulous or time-wasting exercise or they will underestimate the value of your efforts to coach them and their growth will be stalled. As they say, continuing in the same activities and expecting different results ends in a lack of alignment between goals and actions. Also, coaching helps employees have focus. Having too many things to accomplish and with competing priorities, individuals fail to focus on the items that will benefit them most.

Able to Change
Able to Change | Source

As a Coach – The loaded question is, “Do you Understand Yourself Well Enough to be of Benefit to Others?”

Everyone needs to have a coaching philosophy that clarifies the focus and presents a consistent and sincere approach. This really helps to build trust. With a backdrop of trust, a lot is possible. A strong bond begins to from between the coach and employee that leads the employee to a higher level of commitment to the organization and a higher level of performance overall.

Action: Determine and formalize your personal coaching philosophy.

Creating a formal philosophy requires the desire to be the best coach simply because to want to assist an individual improve their performance and to achieve enhanced results and success overall.

What you need to know:

  • Know and Develop Yourself: Know your strengths, your areas for improvement, your life’s goals and dreams
  • Know and Develop the Business: Know and recognize the obstacles that are being faced in the marketplace as well as what could impact the marketplace. Driving the business is about knowing the vital few tactics (as compared to the trivial many) that you can do to capture the business
  • Know and Develop your People: Understand their abilities, their goals, their passions, their strengths, their areas for improvement and what they want to achieve and dream of

Areas Coaches can help employees focus on:

Coaching Opportunity #1: Help the individual assess the individual’s and the Team’s past and current performance (a great Predictor of future performance)

Coaching Opportunity #2: Help individuals to develop a positive and winning attitude (continuing to try and never giving up)

Coaching Opportunity #3: Help individuals to identify clear opportunities for improvement (they need to see the improvement and they need to show their improvement to you)

Coaching Opportunity #4: Assist individuals in setting smart goals

Coaching Opportunity #5: Facilitate individuals in developing action plans; review and approve and request updates

Coaching Opportunity #6: Help individuals remain focused on making clear and measurable progress becoming more accountable in the process.

A coach is someone who tells you what you don’t want to hear, and has you see what you don’t want to see, so you can be who you have always known you can be.

Tom Landry

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