How to Coach Yourself and Others Techniques For Coaching

facilitated the team member’s growth and development through the celebration stage. The ultimate cycle is fulfilled when the team member is able to step up and lead another person through the process of commitment, confrontation, and celebration. Celebration, with its resonant rewards and recognitions, brings the cycle of success full circle and begins the cycle anew. The place and time to determine which rewards are most appropriate for the team member’s success are the same time and place to determine cycle schedules—the initial conversation, commitment, covenant stage. Summarizing the Enterprise-Wide Solution Constructive confrontation is not a practice reserved for leaders to apply to subordinates. Anyone, at any level, can and should be encouraged to engage in constructive confrontation. The conditions are simple: (1) A commitment covenant between the parties outlines expectations, methods, and measures. (2) All parties to the covenant regularly confront one another in a constructive way to ensure progress and performance are what they should be. This means peerto-peer confrontation as well as team member-to-team leader confrontation. The rules and principles are the same for everybody; the only difference being range of institutional responsibility. (3) All parties to the covenant must celebrate the successful completion of each designated step in the process. One of the core concepts supervisors, managers, and executives need to learn is that appropriate action drives right thinking, not the other way around. Training, education, hype, and/or fear-mongering won’t produce high-performance over time. Even when eliminating hype, false promises, and fear-mongering in favor of positive practices like training and education, the active follow-through of constructive confrontation is still vital to genuine performance enhancement. Once the three-steps of constructive confrontation are understood, the necessary instruction and encouragement can be applied and measured evenly across the organization. 624

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