COACHING

A Good Coach Removes the Blinders

Cheryl's Coaching Philosophy

Coaching is about producing new behaviours that reflect leadership, emotional intelligence, and growing the organization through enrolling others. Having a personal coach is a sign of strength, not failure. A coach’s role is to help a person become a better observer so they can choose to take new, more appropriate actions. A coach supports and challenges, acknowledges the good, holds individuals accountable, and unapologetically offers observations about what is being done that may be self-or-other-destructive. Learning occurs not just in the coaching session, but primarily in action between sessions. Each session concludes with commitments of action and the following sessions will address the experiences and insights from implementing those actions. Learning cannot be achieved without failures.

It takes “work” to consistently venture outside one’s comfort zone and engage in new behaviours. However, there is something else that is even harder: getting followers to be open to recognizing the leader’s new behaviours. The length of the coaching relationship (i.e., at least 6 months) is not just so that the leader can gain comfort with new behaviours; it takes a long time for people to believe that the leader is genuinely serious about change.

Coachability is the starting point. Being coachable is listening openly and non-defensively and being willing to test new behaviours and not be “attached” 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

Are you new to the business world? See yourself as a Subject Matter Expert but a Rookie in Customer Relationship Management?