coaching would probably not lead to success as a full-fledged member of the
organization. If the coach were on board permanently, the orientation toward
questioning, pushing the envelope, prompting alternative answers, and closely
managing the personal dynamic might very well wear out the welcome. The
coach’s stay in the organization is meant to be short, usually less than two
years, and longer only if intermittent challenges are pursued in a way that
builds on the foundations that have already been established. A best practice
coach, by design and ethic, is not in the business of creating a dependant re-
lationship. Although this may be a sensible business model, akin to logging
billable hours at a law firm, it violates one of the principle ethics of coaching:
do everything in the service of the client, not in the service of oneself.
Skills and Attributes of Best Practice Coaches
Coaching takes place across a broad spectrum of areas, challenges, and situa-
tions. By its very nature, coaching is a flexible, adaptable, and fluid way of
achieving measurable results. What are the skills and attributes that make for
successful coaching? Chemistry, expertise, and experience are all very im-
portant—and we will define those in more detail shortly. But, the following
sections help distinguish what it truly means to be a best practice coach.
Technical Skills
A best practice coach is able to:
• Set the stage for the coaching engagement by establishing ground rules,
reporting lines, confidentiality, and trust.
• Assess the current situation fully and accurately.
• Achieve alignment and agreement (with the coachee, client, and key
stakeholders) around critical needs and achievable objectives.
• Develop and execute an approach that will lead to a successful outcome.
• Recognize emerging problems and opportunities in advance and adjust
the plan accordingly.
• Provide follow-up, to whatever degree necessary, to ensure sustain-
ability.
 |
 |
 |