The Coaching Role: Inspiring and Motivating3
going on. Until you establish that you are savvy to the work and
their way of doing it, you won’t get results.
Think for a moment about the bosses who have made the
greatest impact on your life. There are undoubtedly positive things
you can say about each memorable boss. For instance, you might
be able to say that he:
- Was the one who taught me the value of __.
- Encouraged me the most by ____.
- Consistently exhibited the admirable quality of
___.
There may be negative remarks you could make about the
same bosses. But it’s the impact on you that equates with coaching
success. Additionally, there was probably one other statement you
could make about that boss, a statement that makes all the others
meaningful. That statement is this:
“(Boss’s name) cared about who I was, what I thought and
what I aspired to.”
Understanding why you are involved is important. This relates
back to why you get paid. Think about it. While coaching is all
about getting results, you aren’t paid for what YOU do, you’re
paid for what your associates do! Managing is getting results from
others. You need your employees and that team. Involvement leads
to understanding, rapport, credibility and trust.
Developing Trust
Developing trust among team members and between the coach
and each individual is crucial. It is an outcome of involvement.
Without trust, your people won’t take you or your support
seriously. They may think you are a great person, but just not one
who knows how tough their jobs are or the way things really are.
It is more than being able to rely on each other and know each is
there for the other. That’s important, but trust is more: It’s
knowing that each of you can do what is needed in the
relationship.
Trust is built by laying critical foundation stones.Trust is built by
laying critical
foundation stones.