242 INTERNALCOACHING
On the other hand, if you provide your team with challenging job assign-
ments, support their structured learning oppor tunities and recognize
their accomplishments toward specific performance results,you’ll find your
coaching job gets easier and the success of your organization more sustain-
able well into the future. Figure 10.3 provides a valuable tool for leaders
acting as coaches.
And remember, sometimes it’s okay for your team to build a racing van.
FIGURE10.3 Coaching Checklist: The Leader as CoachHow much weighting does the organization put on developing its
people resources versus getting the financial results?
Has the leader received appropriate training on his/her leadership
skills?
Is the leader committed to achieving the maximum potential out
of his/her people?
Does the leader have a plan for allocating the time for coaching?
Does the leader enjoy coaching?
Does the leader have the discipline to maintain an ongoing
relationship or does he/she tend to only deal with “highs” or “lows?”
Does the leader like to find fault or opportunity in the actions of
others?
Can the leader adjust his/her style to coach when appropriate and
deal with performance issues when appropriate?
Is the leader competitive or collaborative in completing tasks?
Can the leader divide assignments into manageable portions to
allow for maximum learning?
Can the leader coach both individuals and teams?
Does the leader have a good follow-up system?
Does the leader recognize the importance of continuous growth in
keeping motivated?