Coaching, Mentoring and Managing: A Coach Guidebook

• Demonstrating where the employee surpassed his
  own performance.


• Underscoring the employee’s successes.


• Persuading the employee to take on more.
  Each action taken by the coach implies follow-up. You don’t
  call attention to something and walk away. Neither do you set up
  something and walk away. This is beyond Tom Peters’ MBWA.
  With any action you take, your goal is clear: Motivate your
  employee to do more. Hence, the approach is continuous: You tell,
  show, demonstrate, praise, explain, tell, praise, have him tell,
  praise — on and on, in and out — as you shape his performance.

What to Expect When You’re Doing It Right ....................................................

As an effective coach, you will begin to immediately

experience very specific, very real results. People respond to

caring and recognition. You will motivate and energize yourself by

the results you see in your people. When associates start growing

and changing and accepting responsibility for their own

performances, you know you are contributing.

Remember: Use your coaching role for people who are

performing above their job standards. In the coaching role, your

primary goals are to initiate or affirm a relationship that builds

trust; clarifies and verifies your communications; supports,

motivates and inspires. These are some of the results you can

expect to see when you are effectively performing that role.

1. Clarification of performance expectations


2. Changes in point of view


3. Increased self-sufficiency/autonomy


4. Insight into behavior and feelings


5. Acceptance of difficult tasks

Coaching, Mentoring and Managing

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