Coaching, Mentoring and Managing: A Coach Guidebook

has them achieving the results. It’s what

causes ownership.

These actions of the coaching role of the StaffCoach™ are

self-perpetuating. As people become motivated, they trust, which

reinforces what they can and should do. This affirms that they are

doing the right things, which in turn motivates.

This personalized and focused attention takes your employee

and your team to optimum behaviors. You move people from an

average, okay performance to greater gains.

The Coach’s Role in Communicating Involvement

and Establishing Trust

Critical to your ability to function effectively in the coaching

role are your willingness and ability to:

1. Become involved with your team.


2. Develop trust.
   While the two work very closely together, there
   are differences.

Your Involvement as a Coach

In Chapter 1, the 10 values of a successful Staff Coach™

stated that the coach’s involvement in team activities is perceived

by team members as “caring.” Management expert Tom Peters

came up with a concept called “MBWA: Management by Walking

Around.” This means simply being with the members of your

team. It means getting out from behind your desk ... being

available ... asking questions about people and projects. How are

your people doing? Can you help? Is there something you can do

to improve a process? Peters asks an important question: How can

you coach what you don’t know, see and understand?

The more you get involved with your team members, the

easier it is to express something to them in a meaningful way. If

you know what they are dealing with, their frustrations and the

skills they use, then you will be able to pinpoint exactly what they

need to change. It’s harder for someone to listen to you and your

encouragement or advice if they doubt you really know what’s

Coaching, Mentoring and Managing

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