What are your major learnings about yourself as a coach?



xhibit 2–3

Adjusting Your Coaching Style

Coaching in the Straightforward Style

When you work with someone whose Interpersonal Style is Straightforward, you want to coach that individual as follows:

• Define what role the coach will play

• Provide candid feedback

• Get the individual involved in training, new tasks, etc. immediately

• Make sure the coachee knows how to get the job done

• Clearly communicate expectations and goals

During the coaching session you need to make sure you do not speak in a manner that is too Straightforward. Thus the oach needs to avoid the following:

• Dominating the discussion

• Pushing the coachee too fast

• Taking ownership of a problem Coaching in the Motivational Style

When you work with someone whose Interpersonal Style responds best to the Motivational Style, you want to coach that individual as follows:

• Brainstorm alternatives with the coachee

• Offer encouragement and inspiration

• Generate excitement about growth, learning, or other opportunities

• Help the coachee see the long-term benefits and gains

• Engage in open communication to surface issues and concerns

During the coaching session you need to make sure you do not speak in a manner that is too Motivational and overwhelm the coachee. Thus the coach needs to avoid the following:

• Glossing over obstacles the coachee perceives as significant

• Talking the coachee into something

• Overwhelming the coachee with your zeal Coaching in the Affiliative Style

When you work with someone whose Interpersonal Style responds best to the Afflliative Style, you want to coach that individual as follows:

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ready to coach?

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• Let the coaching session proceed at the pace the coachee sets

• Ask questions that encourage the coachee to realize his/her potential

• Explore the coachee’s reservations

• Discuss the coachee’s feelings about the performance or developmental opportunity

• Make it clear the coachee has your full support

During the coaching session you need to make sure you do not speak in a manner that is too Affiliative. Thus the coach needs to avoid the following:

• Focusing too much on feelings and emotions

• Taking too much time to get to the key issues

• Sacrificing the need to get results Coaching in the Methodical Style

When you work with someone whose Interpersonal Style responds best to the Methodical Style, you want to coach that individual as follows:

• Use an orderly and logical coaching plan

• Set up milestones

• Use data and factual information

• Talk through how to deal with problems or obstacles

• Explain in detail what the coachee needs to do

During the coaching session you need to make sure you do not speak in a manner that is too Methodical. Thus the coach needs to avoid the following:

• Focusing too much on details

• Showing lack of enthusiasm or motivational language

• Setting standards that are too high Coaching in the Facilitative Style

When you work with someone whose Interpersonal Style responds best to the Facilitative Style, you want to coach that individual as follows:

• Take a collaborative approach

• Encourage introspection

• Build agreement about what to do

• Ask reflective questions

• Help the coachee gain a deeper understanding

During the coaching session you need to make sure you do not speak in a manner that is too Facilitative. Thus the coach needs to avoid the following:

• Failing to confront problematic issues

• Personalizing issues when coachees resist coaching

• Failing to reach closure and get commitment to action

During the coaching session you need to make sure you do not speak in a manner that is too Facilitative. Thus the coach needs to avoid the following:

Achieving extraordinary results begins with setting the stage for successful coaching. This allows you to bring out the best in the individuals you are coaching. Every great coach has a mission. These coaches develop their mission by reflecting on their goals as a leader, by understanding why coaching is important, and by knowing what they want to accomplish through their coaching.

A lot of research has been done on the role of coaches in organizations today. Four key roles emerge in most organization. The first of these is developing other leaders. Coaching people for high per-formance every day is vital to developing future leaders. Second, coaches play a key role in helping others maximize performance. Over the years the value of coaching continues to be reaffirmed as the best way to maximize the performance of others. Third, coaches help people learn. Insights, breakthroughs, and innovations all come about by working with a coach who facilitates learning. And fourth, coaches use their skill to help others change. Coaching for change means managing the dynamics that help peo-ple let go of the past and move toward a powerful new future.

The success of a coaching relationship depends on making a good start with the coachee by building rapport. Building rapport creates a willingness on the part of the coachee to take the risks required for learning or growth.

They invest in coaching those who will enable them and their team to cre-ate the future they want.

The need to retain key employees is an important factor in identifying the coaching relationships in which to invest the most time. High-retention employees can be identified by some of the following characteristics: they may have strong leadership skills; be consistently top performers and/or highly experienced; be individuals with cutting-edge skills; work as influ-encers of strong loyalty and morale; possess an exceptional understanding of your business or industry; have a strong customer contacts portfolio or base of clients; demonstrate an excellent cultural fit and be an exemplifier of core values; or be an individual whose departure will influence other key employ-ees to leave. Developing a profile of your team members to determine the level of their performance (most essential, strong, competent, or poor) helps you assess where you should invest the most coaching time.

Different employees respond differently to a coach’s style. There will be times when it is important for you to vary your style depending on what the coachee needs and what you want to accomplish during a coaching session.

The primary coaching styles are straightforward, motivational, affiliative, methodical, and facilitative.

Review Questions

1. One of the things you want ask yourself when you clarify 1. (a) your coaching mission is:

(a) What are my strengths as a coach?

(b) Why is coaching not always my first priority?

(c) How much time will I spend coaching?

(d) What do great coaches usually do?

2. Coaches build rapport with coachees by: 2. (b) (a) talking a lot about themselves.

(b) communicating in a welcoming and accepting tone of voice.

(c) asking a lot of open-ended questions.

(d) keeping the relationship professional.

3. The four primary roles of a coach are: 3. (b) (a) coaching to develop other leaders, coaching to spark

innovation, coaching to maximize performance, coaching for learning.

(b) coaching for learning, coaching to develop other leaders, coaching to maximize performance, coaching for change.

(c) coaching for change, coaching to improve market share, coaching to develop other leaders, coaching to maximize performance.

(d) coaching to maximize performance, coaching for learning, coaching virtual teams, coaching for change.

4. A coach with an affiliative style wants to avoid: 4. (b) (a) talking too much about expectations.

(b) pushing the coachee too fast.

(c) overwhelming the coachee with zeal.

(d) generating too much excitement about an opportunity.

5. When you make a decision to invest time in coaching an 5. (d) individual, it helps you:

(a) influence the individual to achieve strategic objectives.

(b) communicate your vision with impact and clarity.

(c) become a more influential leader from that person’s perspective.

(d) enhance your ability to retain that individual.

Do you have questions? Comments? Need clarification?

Call Educational Services at 1-800-225-3215, ext. 600, or email at [email protected].