Coaching, Mentoring and Managing: A Coach Guidebook

5. Was Neil’s decision to have an administrative committee
   rather than an associate director a wise
   one? Why?


6. If you were a member of Neil’s 37-person team, would
   you trust his motives in waiting tables, washing dishes,
   etc., or would you feel he was just “slumming”? Why or
   why not?


7. What other “involvement” steps did Neil take in his
   coaching role?


8. Would the food-service team be motivated and inspired by
   the plans unveiled by the committee? Why or why not?


9. Do you think Neil did anything to help eliminate
   resentment expressed toward the president in the first team
   meeting? Explain.


10. Do you think his concluding remarks about “family” were
    appropriate? Explain.

You may be thinking that it is much easier to write or talk

about coaching than it is to do it! But the encouraging fact is that

real-life situations ... much more chaotic and potentially

disastrous than Neil’s case study ... have been and are being

handled capably by StaffCoaching™ principles.

Coaching, Mentoring and Managing

3 C A S E S T U D Y