A Good Coach Removes the Blinders

Cheryl's Coaching Philosophy

Coaching is about producing new behaviors that reflect leadership, emotional intelligence and enrolling others. Having a personal coach is a sign of strength, not failure. Coaches help people become better observers so they can choose new, more appropriate actions. A coach supports and challenges, acknowledges the good, holds individuals accountable, and unapologetically offers what is being done that may be self-or-other destructive. Learning occurs in action and cannot be achieved without failure.

It takes “work” and time to consistently venture outside one’s comfort zone and engage in new behaviors. The length of the coaching relationship (i.e. at least 6 months) is to gain comfort with new behaviors as well as convince followers that the leader is genuinely changing.

Coachability is the starting point: listening openly and non-defensively, being willing to test new actions and un-attach themselves” to habitual ways of being or doing. Trust is the glue that cements the coach-coachee relationship. A coaching session needs to be a safe place and coaching is a relationship that cannot be forced.

Case Study: Becoming a Leader

A general laborer grew over 15 years into a leadership role. He was uncomfortable supervising former peers, lacked confidence with people issues and ignored behavioral problems. Sr. management wanted to shift him from a pendulum-swinging “Do as I say” disciplinarian or “Ignoring Ostrich” to a coach, increase employee involvement, and develop team talent.

The Solution

We met twice monthly for 7 months, in face to face and virtual meetings. Goals were set, commitments made, actions reported, and learnings assessed.

Content was personalized and included leader vs manager behavioural distinctions, style identification, managing commitments, holding staff accountable, getting buy-in, “Catching Greatness” coaching, “Back on Track” coaching, hand-off process, communications, shifting from “Telling” to “Involving”, introducing changes to team, onboarding new employees, job instruction training guidelines, and presentation techniques

The Results

From “silence to voice” with fellow managers and executive team.

Increased team engagement.

Reduced lost time, increased efficiency

Reduced departmental absenteeism

“Tool-box chats” a daily occurrence

From doing it himself to delegating

Do you have lots of theoretical knowledge, but little practical experience? Are people getting in the way of your success?