Institute for personal development

Institute for personal development

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Whenever you hear the word “coach”, what comes first inside of your mind? Do you really picture a basketball team with a man/woman shouting out directions? Or possibly a football team with a man/woman pacing to and fro as well as calling out the names of the players?

Training is no longer reserved to sports teams; it is currently one of the key concepts in leadership as well as management. Exactly why is coaching popular?

Coaching ranges the playing field.

Coaching is probably the six emotional leadership styles proposed by Daniel Goldman. Furthermore, this can be a behavior or role that leaders enforce in the context of situational leadership. As being a leadership style, coaching is utilized when the members of a group or team are capable and also motivated, but do not have an idea of the long-term goals of an organization. This requires two levels of coaching: team as well as individual. Team coaching can make members work together. In a group of individuals, not really everyone may have nor share the same level of competence and commitment to a goal. An organization may be a mix of highly competent and moderately competent members with different levels of commitment. These types of differences can cause friction among the members. The coaching head helps the members level their expectations. Additionally, the coaching leader handles differing perspectives so the common goal works over personal goals as well as interests. In a big organization, leaders have to align the staffs’ personal values as well as goals with that of the organization to ensure that long-term directions can be pursued.

Coaching builds up confidence and competence.

Individual coaching is an example of situational authority at work. It aims to coach one-on-one building up the confidence of members by affirming great performance during regular feedbacks; as well as increase competence by assisting the fellow member assess his/her pros and cons towards profession planning and also professional development. Based on the individual’s level of competence along with commitment, a leader may exercise more training behavior for the less-experienced users. Usually, this happens in the case of new staffs. The primary supervisor gives much more defined tasks as well as holds regular feedbacks for the new staff, and also gradually lessens the volume of coaching, directing, and supporting roles to favor delegating as competence and confidence increase.

Coaching promotes individual and team excellence.

Quality is a product of habitual good practice. The reliability of meetings and constructive feedback is essential in establishing habits. Members capture the habit of constantly assessing themselves for their advantages and areas for development that they themselves perceive what knowledge, skills, as well as attitudes they need to acquire to attain team goals. Along the way, they attain individually excellence as well. A good example is in the case of a musical orchestra: every single person plays a different instrument. To have harmony of music from the different instrument, members will polish their part in the piece, apart from practicing as an ensemble. As a result, they improve individually as an instrument player.

Coaching grows high commitment to common goals.

A coaching leader balances the attainment of instant targets with long lasting goals towards the vision of an organization. As i have said earlier, with the alignment of personal goals with organizational or team goals, personal passions are kept in check. By continuously communicating the vision through formal and casual conversations, the people are inspired and motivated. Setting short-term team goals in-line with organizational objectives; and also making an action plan to attain these goals will help maintain the improved motivation and commitment to common goals of the members.

Coaching produces valuable leaders.

Leadership by example is important in coaching. A training leader loses credibility when he/she cannot practice exactly what he/she preaches. This means that a coaching leader should be well organized, extremely qualified is his/her field, communicates freely and encourages suggestions, and has a clear idea of the organization’s vision-mission-goals. By vicarious and purposive learning, members catch the same good practices and attitudes from the coaching leader, turning them into coaching leaders themselves. If a member experiences good coaching, he/she is most likely to do the same things when entrusted with formal leadership roles.

Some words of caution though: coaching is just one of the styles of leadership. It can be done in combination with the other five emotional leadership styles depending on the profile of the emerging team. Moreover, coaching as a leadership style requires that you are physically, emotionally, and mentally fit most of the time since it involves two levels of coaching: personal and team. Your people expect you like a last one to give up or bail in any condition particularly during times of crises. A training leader must be mindful that coaching involves investing time on each individual, and the whole team. Moreover, that the duties are greater since while you are coaching members, you might be also developing future coaches as well. 

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