The Coach's Handbook Part VI - Extraordinary Coaching

Extraordinary coaching is brought about by fusing the uniquely human characteristics mentioned
above. An extraordinary coach will be one who truly measures his/her performance by the
performance of the employees (the players). This approach will yield superior results.

The following are questions to ask yourself to see if you are an extraordinary coach.

1. Would people around you say that your team gets extraordinary results (enables the production of results beyond business as usual)?
2. Is there evidence that you are someone who develops great players? By a “great player,” we mean people who are able to make things happen far beyond what one might expect given history and past predictions of your organization?
3. Do you consistently demonstrate the ability to bring the capabilities and possibilities of coworkers to a more advance or effective state? The coach does this with whomever he or she interfaces with, either directly or indirectly, in the organization. The coach develops people in a 360 degree circle—above, below and laterally within the organization.
4. Do your commitments and sphere of influence go beyond traditional business channels and relationships? The coach does not get entrapped by his or her position in the organization. This person uses influence and coaching to move the ball wherever he or she moves within the organization.
5. Are you a person who presents yourself for coaching? Are you coachable?
6. Do you take on projects that require self-development?

Your answers should give you a sense of whether or not you are coaching. Be tough on yourself
and differentiate between your coaching activities and management activities. All too often, we
find executives claiming to coach, but really managing.

Next week - my final post in this series: Facing the Future

Read more of my writing at: http://www.cmibusinessplanning.com/news.html