The Weekly Coaching Conversation (Productivitydrivers, 2014)

Coaching is not a recipe that you do as part of your management responsibility,   you need to <em><strong>become</strong></em> a coach when you are a leader. There are four types of managers, according to Brian Souza:

<em><strong>Micromanager, Nice-guy Manager, Do-it-all Manager, Coach</strong></em>

(I will add a few dodgy manager types of my own: – <em>The abdicated manager, the cat herder, the “in over his head” manager, the corporate politician, the “me myself and I” manager, the teflon “what does he actually DO?” manager).</em>

Especially when leading professionals, <em><strong>Coaches</strong></em> are recognised as the most effective.  Coaches engage with employees by earning their trust.  Trust is earned by taking an interest in your team members and investing your time in them.   Trust is earned through believing in people on your team.
To become a coach you need to invest in your own personal development.  When you change your behaviour you will change the behaviours of those who follow you.

If you are fortunate to work for a “role model” coach manager then you should make the most of the situation.  If you don’t work for a coach (and at Executive Level true coaching from other Executives can be rare),  then intentionally engaging the services of a professional coach can be a very good investment in your professional career (and  your life).

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