1. Know the distinctions between therapy, consulting, mentoring and coaching.
2. Use executive coach-like behavior, which is collaborative, or football coach-like behavior which is directive depending on what the situation calls for. The more often you are collaborative, the more effective you are.
3. Before you coach a person in your organization, check yourself against this code of ethics to help “frame” your coaching.
4. If you don’t have evidence that you possess the 10 coaching competencies, you can learn them. Have you checked yourself?
5. Only coach a team member interested in coaching or open to being coached.
6. You can design a coaching engagement with someone in your organization.
The agreement should include
7. The coaching process is:
a. identify the objective for the coaching session
b. explore strategies
c. identify and remove obstacles
d. deliver support and appropriate accountability.
8. An example of a format you could use in a one-hour coaching session:
b. deliver just-in-time help on something important to the client
c. focus on the client’s primary objective(s) or
d. deliver educational content to the client
9. A person who has the desire can learn questioning tools such as strategic inquiry, SPIN, appreciative inquiry and others. For example, appreciative inquiry is used to ask questions that focus on what’s working best in an organization and figuring out ways to do more of what’s working.
10. At the end of the conversation, did the person you were coaching do 80% of the talking?
To learn more about developing coach-like skills to optimize your organizational results, email firstname.lastname@example.org or call 214-353-9333.