Coaching: Success on the Ground and in the Air
“In the future,
people who are not coaches will not be promoted.”
--Jack Welch,
former CEO of General Electric
In the 1950s, the word
coach described a horse-drawn vehicle that would get people from where they were
to where they wanted to be. Many years
later, big buses with rows of seats were called coaches, and their purpose was
the same: to get people to where they wanted to go. As time rolled by, the term “coaching” made
its way into the sport’s arena where it became known for people who help
athletes move from one place to another.
Today, as businesses are faced
with the unsettling impact of sweeping changes, rapid technological advances,
and tidal waves of information, leaders are beginning to see that no one person
can keep abreast of everything (Collins, 2002, p.12). Therefore, having a consultant—or in this
case, a coach—can be the difference between overcoming present-day hurdles and fading
into obscurity or becoming a thriving organization that shapes the future.
We all get stuck at one
time or another. There are times when we
need fresh eyes on a situation, encouragement when the road gets tough, and
someone to help us unearth a solution clouded by the fog of uncertainty. And, even though coaching programs are
gaining momentum in the world of nutrition, fitness, finance, business, and
even “life” coaches, it is still relatively unknown and underutilized due to a lack
of quantitative data.
In complex situations, it’s
easy to feel overwhelmed and even slightly disoriented. In those moments, leadership coaches come
alongside decision makers to keep hope alive. Dr. Gary Collins (2002) said,
“The coach does not impart wisdom or give direction. Instead, the coach’s job
is to help clients articulate their dreams, desires, and aspirations, help them
clarify their mission, purpose, and goals, and help them achieve that outcome”
(p. 84).
What is
it that coaches do to provide value to their clients?
Constantine von Hoffman (1999), in
dispelling coaching myths, defined coaching as, “helping people define clear
goals and set a specific time frame in which to meet them” (p. 4). Along those same lines, Dr. Collins (2002)
said, “Coaching is the art and practice of enabling individuals and groups to
move from where they are to where they want to be. Coaching helps people expand their visions,
build their confidence, unlock their potential, increase their skills, and take
practical steps toward their goal” (p. 14).
One of the key values of coaching
is that it places the responsibility for growth on the individual. The coach may guide, lead, and enlighten;
but, the coachee is in the driver’s seat and will move forward only as far as
they are willing to pursue change or overcome an obstacle. James Flaherty (1998) said, “Coaching is a
way of working with people that leaves them more competent and more fulfilled
so that they are able to contribute to their organizations and find meaning in
what they do” (p. 1).
Moreover, von Hoffman (1999) said,
“Coaching produces more consistent, replicable results than a lot of other
management approaches. Coaching taps
people’s creativity. It encourages them
to be more flexible and adaptable. That
kind of response from employees can have a substantial effect on the bottom line”
(p. 5). Better employees produce better
results. Value flows from several
tributaries. Focused employees, clear
directives, and overcoming challenges are just a few of the values resulting
from effective coaching techniques.
Alan Nelson (2007), coach and
editor of Rev! Magazine said, “One might think with the plethora of leadership
resources available, these would be sufficient to create more and better leaders. If literature were enough to ‘unstick’
leaders, we’d be in great shape but no book contains the silver bullet. The primary reason is that books and
conferences tend to be impersonal and one-way communication. However, when a coach comes into the picture,
that person helps the leader translate the salient points in a book,
conference, or consultation into the language of his or her specific context
and skills” (. 30). In a whirlwind of
organizational complexity, leaders can be caught blind and unaware. Coaches help leaders maintain momentum and
increase situational awareness.
Whetten & Cameron (2011) said,
“In coaching, managers pass along advice and information, or they set standards
to help others improve their work skills.
Skillful coaching is especially important when (1) rewarding positive
performance and (2) correcting problem behaviors or attitudes” (p. 244). Proper coaching helps leaders maintain proper
priorities while sustaining a competitive edge.
How can
it make a difference in an organization?
Diane Coutu (2009) said, “The
reasons companies engage coaches have changed. Ten years ago, most companies engaged a coach
to help fix toxic behavior at the top. Today,
most coaching is about developing the capabilities of high-potential
performers” (p. 1). Organizations and
their leaders are learning and experiencing the long-term benefits of
developing their employees. Rather than
push for profits, they invest in their people and as a result, the people
commit to the vision and invest in the organization.
As noted above, coaching techniques
have proven to be useful tools in developing people. Obolensky (2010) said,
“Coaching is a good technique to bridge the divide, as well as move an
individual toward Level 5 Followership which entails followers getting-on with their
tasks and reporting progress to leaders in routine ways” (p 171).
What
does this mean to you and your organization?
The Air Force has a rich tradition
of leading and developing young men and women.
Though they have not fully implemented a “coaching” culture by way of an
Air Force regulation, they have created a mentoring policy for their enlisted
force. From imparting pride and
patriotism to ensuring adherence to customs and courtesies, Air Force
non-commissioned officers (NCOs) are known as “the backbone” of the Air
Force.
These men and women are trained and
qualified to lead, develop, and mentor new, junior, or career NCOs. The Air Force defines a mentor as “a trusted
counselor or guide.” Mentoring is
slightly different than coaching and usually carries a longer commitment. However, there are some similarities in that
another person acts as a guide to lead another to develop both personally and
professionally. Over the years,
mentoring has broadened to look more and more like coaching. A major difference, however, is that the
mentor works as an expert, while the coach assumes that the client is the one
best able and most likely to find direction and move forward” (Collins,
2002). In the Air Force, coaching could
benefit both the enlisted and the officer corps by allowing skilled men and
women to help military leaders find elusive solutions and goals hidden within
themselves.
Steve
References
Collins, G. (2002). Christian coaching. Colorado Springs,
CO: NavPress.
Coutu, D. (2009). What Can Coaches
Do For You? Retrieved from
http://hbr.org/2009/01/what-can-coaches-do-for-you/ar/1
Flaherty, J. (1998). Coaching:
Evoking Excellence in Others. Retrieved from
Nelson, A. (2007). Rev! Magazine’s
Bathroom Guide to Leadership. Loveland, CO:
Group
Publishing.
von Hoffman, C. (1999). Coaching:
The ten killer myths. Harvard Management Update,
4(1),
4.
Whetton, D.A., & Cameron, K.S.
(2011). Developing management skills.
Upper Saddle
River,
NJ: Pearson.
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