Becoming a Coach Leader
The best leaders today use the coach approach to build high performing teams because it’s the most effective way to leverage the strengths of the team.
In order for you and your organization to thrive you must learn how to lead using coaching skills.
Coaching is the next generation of management leadership.
In the Leader As Coach Fast Track Program you'll make the shift away from the ineffective traditional "carrot and stick" model of leading to a model based on inspiration, abundance and personal responsibility.
Examples of shifts you'll make:
From Traditional Leader - - TO - - Leader as Coach
1. Managing merely for results - - TO - - Developing the strengths of the employee
2. “You report to me” - - TO - - “Tell me how I can help”
3. Babysitting the employees’ smallness - - TO - - Challenging the employees to be great
>> Click on the link below to view more shifts your key staff will make:
FROM Traditional Leader - - TO - - Leader as Coach
Leading merely for results - - TO - - Developing the strengths of the employee
“You report to me” - - TO - - “Tell me how I can help”
Babysitting the employees’ smallness - - TO - - Challenging the employees to be great
Controlling the employee’s actions - - TO - - Empowering them to take better actions
Creating adrenaline through deadlines - - TO - - Fostering a culture of early delivery
“You report to me” - - TO - - “Tell me how I can help”
Leader saying, “I’m watching you” - - TO - - Leader saying, “You’re my customer”
Creating fear or consequences - - TO - - Creating a safe, fearless space for risk taking
Babysitting the employees’ smallness - - TO - - Challenging the employees to be great
Maintaining current trends or status quo - - TO - - Leading the charge for continuous improvement
Pointing out failures or errors of staff - - TO - - Endorsing effort and growth
Pushing for action and responsibility - - TO - - Expecting initiative and offering training for this
Meeting the needs of the company - - TO - - Contributing significantly, more than was asked
Being the source of approval - - TO - - Being the source of endorsement / challenge
Being promoted only for results - - TO - - Increasing value at every level
Solving all the problems - - TO - - Help staff solve and prevent problems
Asking an employee to change behavior - - TO - - Asking an employee to shift / grow who they are
Tiptoeing around staff problems - - TO - - Asking the straight questions no one is willing to
Telling staff how to conduct themselves - - TO - - Being an extraordinary model in every way
Being patronizing or critical - - TO - - Being unconditionally constructive, yet say it all
Succumbing to apathy, disappointment - - TO - - Creating opportunities in the face of none
Tolerating staff performance - - TO - - Substantially raising new standards
Trying to figure out how to manage - - TO - - Asking staff how they are best managed
Trying to be too nice - - TO - - Having an opinion and expecting one from others
Not having a life outside work - - TO - - Having it all, with work in perspective