Coaching is a process that happens over time.  Since it is a patient driven service, the patient will need to be dedicated, committed and willing to develop themselves. Together the patient and coach will assess the patients strengths and weaknesses and learn how to compensate for those weaknesses and develop personal styles to draw on the patients strengths. The coach can also be very helpful in reminding, encouraging and helping the child to stay focused and on task.
We would suggest a regular, at least weekly, meeting at a regular time slot, for between 30-45 minutes. There are organizational coaching models, executive coaching programs, external executive coaches, company-defined coaching steps, coaching interventions and in-house coaches too.
To be clear, it is an expectation of mine that if you want to become a connected leader, to demonstrate you are going beyond the call of leadership duty you must agree that coaching your team and others in the organization is mission critical.
Coaching is the intentional positioning of others to perform at incrementally higher standards, to learn more from their experience as it emerges, and to be increasingly engaged in their endeavours. I like to think that the phrase “intentional positioning” can be reflected by the terms “counsel,” “feedback” and “advice.” That makes sense to me. In summary, to demonstrate the attribute of coaching is to assist your team member—and to help them improve—with issues going on at work, on the personal development front and with respect to career development. Binary is not an option: Relate to your people through a spectrum of colors, not simply black and white. Every minute matters: For any situation, treat it as an opportunity to counsel, advise or provide feedback that aims to improve.
The ignorant and reckless command before listening: Instead, lend an ear and help bring the story to the surface before advising on anything.


Your brain is not a contingency backup: Create a system in which you’re recording conversations, thoughts and ideas for each of your team members. Don’t be purposeless: There should be purpose in each coaching situation, always intending to improve the employee’s overall capabilities on actions, habits or personal quests. Between 1993 and 2003, David Galloway was the vice president of customer care at Crystal Decisions—the original makers of Crystal Reports software—a company I used to work at until it was acquired by Business Objects in 2003.
There needs to be an agenda and this is often best done with the use of a notebook where items discussed are noted, and these can then be reviewed at the forthcoming meeting. Employees report that in their minds coaching only occurs 6 percent of the time at those meetings where leaders feel they are actually coaching.
It is an approach to leadership that invites more leaders from all levels in our organizations, communities and families. It’s an ongoing and informal discussion with your team members, albeit individually, to help them get better. The previous week needs to be looked at and analysed as to where problems occurred, what might have been done to help, and general encouragement given. Sixty-four percent of leaders feel they are actively coaching only part of the time in one-on-one meetings. Where employees experience partial coaching, a measly 34 percent indicate they believe some coaching takes place. When I joined the company in 2002, I joined the services arm, not even in Dave’s bailiwick.
The next week is then planned ahead, potential pitfalls identified, and as much praise, support and planning done as possible.


Not too shabby when you think about it: a total of 94 percent of leaders believe they are coaching their team members in one-on-one meetings. My hypothesis is that the definition of coaching is misconstrued by both sides of the equation. The problem is, too many human resources professionals, consulting shops and accrediting institutions have whipped organizations into frenzies just by the mention of coaching. But he took me under his wing, and through a series of coaching conversations over an eighteen-month period, Dave helped me in my adjustment to the new company, navigating my actions and objectives, and helped me become a better leader at the company.
It is not the act of hiring an external executive or otherwise coach to assist you with your team. We must demystify the term in order to bring some sanity back into the definition of leadership and to the definition of coaching. He was an incredible listener and an idea factory, and had at all times a genuine interest in my well-being and my success. It isn’t an intervention and should never be used as a means to solve some form of employee crisis or singular performance issue. Not to fear, you can become a coach yourself by enrolling in an executive education program at a university that offers executive coaching certificates as well.



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