“You are not as good as you think”
- as a Coach
1. Poor listener - Effective
listeners listen without
judgment, have a strong
desire to understand and are
willing to take the time to hear
about the needs and concerns
of others.
2. Not a role model - The
best coaches create an open
and trusting environment.
They do that by initiating
positive interactions with
others and acting as a role
model.
3. Not collaborative -
Ineffective coaches are
competitive. The less effective
ones are looking for
opportunities to make
themselves or their teams look
good in front of others..
differences regardless of age,
4. Do not develop others -
Great coaches help others
develop new skills and assist
in preparing them for future
opportunities.
5. Fail to provide feedback -
The best coaches are willing
to give clear, honest and
pointed feedback about what
people need to do to improve
performance.
6. Lack integrity - Great
coaches do the right thing.
They honor commitments and
keep promises.
7. Do not encourage
diversity - Great coaches
respect others and value
gender or race.
 Styles of Coaching
Directive Coaching
Directive coaching takes place
primarily through “telling”. Mentoring
falls into this category. Everybody
knows what to expect here. A manager
shares his knowledge with the junior
member, and that person listens
carefully, hoping to absorb as much
knowledge as possible.
Laissez-faire
The second approach of coaching is called
Laissez-faire. Sometimes the coaching isn’t
the answer. There may be times when all
members are productively getting on their
work, and the right approach to managing
them is to leave them alone. Under such
situation Laissez-faire is applicable.
Situational coaching
As name suggests, it involves striking
a fine balance between directive and
non-directive styles according to the
specific needs of the moment. All
managers in a learning organization
should aspire to become expert at
situational coaching.
Non-directive
Non-directive coaching is built on
listening, questioning, and withholding
judgement. Managers work here to
draw wisdom, insight, and creativity
out of the people they are coaching.
 GROW Model
Goal
• Establish what that person wants at
that particular moment. Not what
their goals are for the job or the
organization.
• Ask - “What do you want when you
walk out the door that you don’t have
now?”
Options
• Many times people might have
various options in their mind.
• Broaden the conversation by
allowing people to be free.
• Ask - “If you had a magic wand,
what would you do?”
• Encourage them to explore the
upside and downside both.
Reality
• The next step is to ask the right
questions.
• These questions are rooted in what,
when, where, and who. The question
of ‘why’ isn’t included as it leads to
self-justification.
• Focus on all the key things
mentioned by them and all the things
they have forgotten.
• Ensure they consider both, the
human side and the operational side.
Will
• This has two parts.
• In the first part, ask – “What will you
do?”. If the conversation has gone
well, they’ll have a clear sense of
this.
• In the second part, ask them about
their will to act on a scale of 1 to 10.
If the answer is eight or higher,
they’re highly motivated.
 Articulate the “Why”
 If you want them to embrace coaching as not just a personal skill but
also a source of cultural strength, you’ll have to make clear why it’s
valuable for the business and their own success.

 A good “why” inevitably connects coaching to an organization’s

mission- critical tasks.

 Articulating the “why” can also involve helping people see the collateral
benefits of coaching.

Model the Behavior

 If you want the people you work with to embrace coaching, you first
need to embrace it yourself.

 Satya Nadella has adopted a growth mindset in the organization, in

which everybody in the organization was open to constant learning
and risk- taking.

Coaching as an  Modeling is powerful because it shows that a leader walks the talk.
Moreover, it builds momentum. Researchers have found that when
people are in doubt about what behavior is appropriate, they copy
Organizational Capacity the actions of others— particularly those who have power and status.