Five Power Coaching Words

Development, Building Relationships, Direction, Accountability and Results: What these five coaching power words mean to me. Development means to generate insights from within, develop an understanding of system dynamics, foster leadership qualities, enact immediate and lasting change, streamline and improve internal processes, promote consistent communication among global team members, identify and correct failed strategies, and develop strategic alignment between divisions to achieve broad corporate initiatives.

Great leaders know that to do this in a long-term, sustainable way their number one priority must be the growth and development of their people.

There is an old line that if you are not developing your people then you are becoming indispensable which means that you cannot be promoted. There are a number of ways to help your people grow and develop, including giving them new challenges and opportunities, timely and constructive feedback, formal instruction, mentoring, and coaching them for success.

Each of these has its own art, with the art of coaching being often misunderstood.

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Coaching is not about fixing others’ weaknesses, it is about inspiring them to achieve their full potential and giving them the tools with which to do so. If you develop your people so that they can do more of the work, then there is less demand on you, and your people are helping their own careers. Building Relationships is to have a good working relationship with people, to be on good terms, and work effectively together.

Coaching is about building relationships -- and that takes time. For coaching to work well, it has to happen regularly.

When coaches share stories about their own experiences of growth and learning, it creates a more positive environment and enables the team member to open up to the coach’s wisdom. It’s important to remember to spend as much time coaching strong employees as weaker ones. Sometimes managers wind up concentrating on the employee who needs remedial attention to the detriment of stronger performers who don’t seem to need any help.

That’s a misdistribution of managerial resources. You must meet often with all the people you manage individually and as a team so that you establish trusting relationships. These may be unplanned meetings to discuss a specific problem that have come up on a project or more formal sessions that you schedule ahead of time. The coaching relationship is built on trust–that the coach supports the client without judgment. Furthermore, trust is built on the belief and fact that all coaching conversations remain confidential between the individual and the coach.

Direction means leaders encourage, support, and offer guidance and advice. Above all, they are patient. They are also good, trustworthy listeners. They communicate clearly, concisely, and directly the goals they are trying to achieve and makes sure that every employee understands what is to be done, why it is to be done, and how it is to be done. They also provide constructive feedback and they offer specific strategies and suggested behavior changes. They address new issues and learning opportunities as they arise and advise their employees of this.

They provide learning resources to help employees learn what to do. Accountability means a person who is Accountable takes initiative to get things done, is not afraid to hold others accountable, is always willing to help others in a crunch, and takes personal responsibility for the success of the organization. A person who doesn’t blame is willing to admit mistakes, does not look for a scapegoat in a crisis, spends time fixing problems, not assigning blame, and is free from “us versus them” thinking.

Encouraging your employees to be accountable for their work will hopefully make them want to try harder and fosters a growing and learning for them. Results means a truly effective leader is one who accomplishes goals through managing others well. In order to be a leader and not merely a manager, one must lead his or her employees somewhere. Coaching is the most critical component of staff development. It is the path to growth, goal achievement and success for each member of the team and, ultimately, the leader.

Coaching is planned and executed with a focus on specific, desired results. The results are by deciding the ultimate goals that are agreed on with specific results for each goal that specifies expected deadlines for accomplishing each goal. Appropriate measurements are applied to each goal, including follow-up and feedback reports. The actual activities, during the coaching sessions and in between, focus specifically on achieving the agreed-upon goals.