• Understand the context in which that behavior occurs
• Have the behavior pointed out when they demonstrates it
• Be trained to have an alternative behavior available for future occasions
• Be encouraged to continue practicing that alternate behavior even
when it feels awkward or meets with less than spectacular success
• Become a natural and skilled user of that learned behavior over time
Although this is a basic example in the domain of leadership coaching,
there are parallels with other kinds of coaching as well. There is a behavioral
change aspect to the manager who is unable to accept the new responsibili-
ties of a merger, or the COO who needs to work with a senior team in a dif-
ferent way to manage an organizational shift, or the CEO who must think in
radical terms to create the organization’s new competitive strategy. By fo-
cusing on behaviors and measurable outputs instead of on personality traits
and characteristics, the coach is able to deftly manipulate the levers of
growth and change.
Overall progress is not judged by the person making the change but by
those who view the change. In other words, the coach doesn’t measure success
by measuring the coachee’s level of satisfaction, but by measuring the impact
on the surrounding environment.
For example, the manager who needs to be more proactive about providing
feedback is not the best judge of whether he or she is doing a better job. Even
though that manager may be much more deliberate than in the past, the im-
portant question is whether direct reports feel the same way. If they don’t, is
it because the manager is truly failing to change or because reports have not
noticed the change that has taken place?
The coach must judge and adjust tac-
tics as needed, suggesting perhaps that the manager tag a feedback moment
more openly in the future so that reports are made consciously aware of it.
As another example, in the case of an organizational change initiative, the
coachee’s success at developing and implementing that change can’t be measured
by how well the coachee feels but rather by how clearly the organization has
been impacted. Again, the coach takes the pulse of that impact and adjusts the
coachee’s approach accordingly, keeping in mind that not everyone’s perception
of macrochange is always clear.
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