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It s quite a list and at rst glance might suggest a job of superhuman proportions, but let s consider the listed items in more detail If instead of listing the qualities of an effective coach we produced a list of the qualities of an effective HR Manager, Chief Executive, Foreman, Supervisor, Team Leader or any job which requires results from others, would anything fall away It s likely that we d produce a bigger list with lots of technical elements but the relationship qualities are likely to be almost identical to the coaching ones with which we began I draw two conclusions from this Firstly, as I mentioned earlier, your team already view you as their coach They want you to have all of these qualities and bring them to bear in your leadership role Secondly and this I hope is good news assuming that you re performing adequately in your management role, you have all the qualities you need to be an effective coach at work I suggest that all that s been missing is a little technical detail around exactly what coaching is and isn t and how to frame coaching questions, etc and you ve got more than enough information in this book to satisfy that requirement Were you wanting to pursue a career as a Life or Executive Coach you d need a lot more training but you have what you need to coach your teams to high levels of performance and you always did have it Notice that aside from the rst two or three items on the list, most of the qualities are to do with personality or attitude rather than technical skill We saw in the last section that an over concern with coaching correctly simply creates interference The list of coaching qualities reinforces this view as it shows that our coachees are probably more concerned with how we are than what we do Notice also that there is no place on the list for technical expertise or a background in the underlying problem Coaches need expertise in coaching, technical expertise is not necessary Of course, in a work situation you are likely to have at least some familiarity with the work of the people you coach but don t get
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THE MODEL IN PRACTICE
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hung up on it In fact there s a danger that such familiarity creates a temptation to tell Certainly the list presented here is far from exhaustive and I m sure you could add other qualities of your own It is interesting to consider by whom would you most like to be coached and why When I ask this question people often tell me that it would be a teacher, a parent or a manager from their past They ll tell me that such people believed in them no matter what, were encouraging and supportive and always encouraged them to be their best These are the golden seeds that Handy refers to in The New Alchemists [6] A good exercise is to refer to the list of qualities this one, or your own version and to begin to prioritise the items perhaps in terms of your own development areas You could award yourself marks out of ten and decide whether to concentrate on developing weak areas or reinforcing strengths You may want to consider some formal skills training and we ll look at this later alongside coach supervision an increasingly popular development model and a common one in the healing professions For now let me just emphasise that coaching is a skill that can be developed greatly from being coached As we ve seen you ll be affected by interference and concerned with performance, learning and enjoyment the same as any other performer so why not have someone coach you in these areas of your coaching Establish an aim, check the reality and you know the rest Perhaps you could lend a colleague this book and begin to develop the skills together, coaching each other as you go
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LISTENING Let s pick up on one area of skill that is vitally important, and that is listening All helping interventions are based on effective listening Marriage guidance counselors listen, doctors listen, lawyers
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