“I start with the premise that the function of leadership is to
produce more leaders, not more followers.”
Ralph Nader
Throughout delegation, there are opportunities for coaching.
Coaching is not just something that takes place on a field or in
a partnership like I have with my valued clients; rather, being
a COACH is a skill that is demonstrated best with a process
and approach that is consistent, whether coaching to change
behavior, to ensure repeat performance, or even for an accolade. With all personality types and in nearly all environments, COACH stands for:
• onnect is striving to make a personal interaction with
C
a sincere energy and genuine question, if you chose to
ask one.
• wnership comes from accountability on both parts—
O
yours and the other person’s.
• ssessment is that of the intake of the situation or result
A
for reviewing and focusing forward.
• ollaboration means what part you will handle (if any)
C
and what agreement you are in with the other person.
• ave a plan comes from the one being coached—not you.
H
Allow and even insist on the coachee devising a plan.
The COACHing tool is invaluable, and is best when used in
concert with consistently including open-ended questions
and sincere listening to the questions posed.
Knowing all of these things, keep in mind that while you may
not have a clipboard in your hand and/or hat on your head,
you have the tools to be a great COACH!
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“Champions know that success is inevitable; that there is no such
thing as failure, only feedback. They know that the best way to
forecast the future is to create it.”
Michael J. Gelb
When you assess personalities, delegate, coach and interact
sincerely, you are leading. Another aspect of leadership is getting feedback. So consider the following questions for a debrief/follow-up session with someone, whether they seek
accomplishment, recognition, harmony or correctness in
their personality:
•
•
•
•
•
What about your work is challenging? Rewarding?
Am I providing support/direction?
How has your work affected you?
What could I do to work better with you?
Is there anything else you’d like to discuss?
These questions are non-threatening, about the person and
not their performance, and show you are interested. Resist
defending your work, words or position. Just listen. You’ll
likely be surprised by what you learn, and the people you
engage in this feedback will almost certainly appreciate your
effort—especially if you act on it.
So go ahead, hold up your hand for sound leadership. Embrace
the personality, delegation and coaching concepts. Ironically,
by implementing these processes and managing them well,
you allow yourself to effectively lead people! ●
Debbie Lundberg is an author, life and business coach and faculty
member at UOPX. She can be reached at [email protected].
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Anatomy of a Preference
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