COACH OTHERS
WHY IT MATTERS
Nobody knows how to do something new the first time they try to do it. People are always better when someone with experience takes an interest in their success and helps them master what is new or unknown. People benefit from learning the lessons learned by those who have done what they haven’t done. They benefit from hearing the wisdom of those who have experienced what they haven’t experienced. Leaders that effectively coach others see their people perform better because of their personal interest in ensuring they know what to do, and how to do it. Leaders that fail to coach others abandon their people’s performance to chance, or their own untested ability, opening up the door to potential failure.
WHAT IT LOOKS LIKE
Leaders that coach others want to be people builders. It is just as important to them to help someone else be successful as it is to achieve their own success. They recognize the inherent dependence that people have on their leaders to help them learn new skills and abilities. They do their part to lift the capability of all, one person at a time.
Leaders that coach others recognize they can’t expect someone to excel at something they have never done. They work side by side with people to show them what to do, watch them do it, and give feedback. They recognize mistakes are an important part of the learning process and patiently help people learn from their errors instead of being overly critical when they occur.
Leaders who excel at coaching others teach by sharing their personal experiences. They help people avoid the mistakes they have made and learn the lessons they have learned from their personal successes and failures. Without pushing their experience on others, they help people learn what their experience can teach.
Leaders that coach others recognize the role of a coach is not to talk, but to listen. They listen 80 percent of the time and talk 20 percent of the time. They are expert at asking questions that get people to open up and share what they think and feel.
Leaders that are coaches are like reflectors. They see themselves as a mirror to help people gain a clearer idea of who they are and why they do what they do. They use reflection to help people discover what to do, who they are, how they think, what they feel, what their strengths are, and where their weaknesses exist. They know people are much more likely to internalize something if they come to their own conclusions.
Leaders who excel at coaching balance their time between completing their own work assignments and helping others. Their door is always open to receive people, but they don’t use their efforts to coach people as an excuse for not getting their own work done.
Leaders who coach others don’t become prideful because others seek after their advice. They stay humble, and grateful they are in a position to help others succeed. They don’t seek recognition for helping others, nor do they take credit for the success of those they assist. Their payoff is seeing other people grow and blossom.
BELIEFS
BEST PRACTICESS
SELF-REFLECTION
PSYCHOMETRIC 360 QUESTIONS
Nobody knows how to do something new the first time they try to do it. People are always better when someone with experience takes an interest in their success and helps them master what is new or unknown. People benefit from learning the lessons learned by those who have done what they haven’t done. They benefit from hearing the wisdom of those who have experienced what they haven’t experienced. Leaders that effectively coach others see their people perform better because of their personal interest in ensuring they know what to do, and how to do it. Leaders that fail to coach others abandon their people’s performance to chance, or their own untested ability, opening up the door to potential failure.
WHAT IT LOOKS LIKE
Leaders that coach others want to be people builders. It is just as important to them to help someone else be successful as it is to achieve their own success. They recognize the inherent dependence that people have on their leaders to help them learn new skills and abilities. They do their part to lift the capability of all, one person at a time.
Leaders that coach others recognize they can’t expect someone to excel at something they have never done. They work side by side with people to show them what to do, watch them do it, and give feedback. They recognize mistakes are an important part of the learning process and patiently help people learn from their errors instead of being overly critical when they occur.
Leaders who excel at coaching others teach by sharing their personal experiences. They help people avoid the mistakes they have made and learn the lessons they have learned from their personal successes and failures. Without pushing their experience on others, they help people learn what their experience can teach.
Leaders that coach others recognize the role of a coach is not to talk, but to listen. They listen 80 percent of the time and talk 20 percent of the time. They are expert at asking questions that get people to open up and share what they think and feel.
Leaders that are coaches are like reflectors. They see themselves as a mirror to help people gain a clearer idea of who they are and why they do what they do. They use reflection to help people discover what to do, who they are, how they think, what they feel, what their strengths are, and where their weaknesses exist. They know people are much more likely to internalize something if they come to their own conclusions.
Leaders who excel at coaching balance their time between completing their own work assignments and helping others. Their door is always open to receive people, but they don’t use their efforts to coach people as an excuse for not getting their own work done.
Leaders who coach others don’t become prideful because others seek after their advice. They stay humble, and grateful they are in a position to help others succeed. They don’t seek recognition for helping others, nor do they take credit for the success of those they assist. Their payoff is seeing other people grow and blossom.
BELIEFS
- The role of coaching is to help people answer their own questions, not to give them all the answers.
- Coaching isn’t about talking. Coaching is about listening. Coaches should spend 80% of their time asking questions and listening.
- The greatest legacy you can leave behind as a leader is having helped another person succeed.
- The lessons gained from personal experience prove their true value when they are used to help someone else.
- Coaches need to be honest. When coaches hold back what needs to be said, even if it hurts, they fail in their role as a coach.
- Coaches are guides, not doers. Their role is to guide people to do their own work well, not do it for them.
- People often need someone else to help them see the blind spots in their behavior or performance they can’t naturally see.
- There are few feelings more rewarding than seeing someone succeed because you took the time to help them.
BEST PRACTICESS
- Model new skills for people.
- Never turn down a request to help someone.
- Ask questions to help people think.
- Help people learn why they do what they do.
- Give counsel without telling people what to do.
- Help people learn from their mistakes.
- Demonstrate how tasks should be done.
- Share your experiences with others openly.
- Spend the energy to help other people succeed.
- Do not assume people know what to do.
- Be honest and clear when asked a question.
- Help people see lessons in their experiences.
- Guide people to see what they think and believe.
- Provide regular positive and negative feedback.
- Set aside time to meet with people regularly.
- Listen to people with a sincere desire to help.
- Make yourself available to other people.
- Work side by side with people as they learn.
- Help people to find their own answers.
- Invest in helping people acquire new skills.
- Be willing to give counsel and advice.
- Open up your calendar to meet with people.
SELF-REFLECTION
- Do I want to be known for being a people builder, or do I not care about helping others grow?
- Do I think it is important to help someone else succeed, or do I only care about myself?
- Do I feel satisfaction in seeing others succeed, or do I feel jealous of other’s success?
- Do I keep my door open to people who need my help, or am I always too busy to help them?
- Do I allow people to learn from my own experiences, or do I hold back from sharing what I have learned?
- Do I help people discover what to do, or do I just tell people what to do and how they should do it?
- Do I expect credit for the success of those I coach, or do I happily let them receive the credit they deserve?
- Do I show people how to do things they don’t know how to do, or do I let them sink or swim on their own?
- Don’t give coaching without being invited, thinking everyone wants to hear what you have to say.
- Don’t fall into the trap of thinking you have all the answers and dictate to people what they should do.
- Don’t feel solely responsible for the success of those you coach, forgetting they are the ones who need to do the actual work.
PSYCHOMETRIC 360 QUESTIONS
- I like to explain how to do things.
- I have been told I am a good teacher.
- I can get people to do things they didn’t think were possible.
- Encouraging others is personally rewarding.
- I am always happy to answer questions.