"I wanted to let you know how much I have come to rely on the speaking and presentation techniques you have taught me. At last week's presentation, I felt relaxed, confident, and organized. Your patient coaching paid off. Thank you."

President, Fidelity Brokerage Group

Developing a Successful Coaching Mindset

Successful coaching starts with you

The way you feel about something affects how you do. And who you are is a reflection of your mind-set at that given moment. If you begin a coaching situation and start thinking thoughts such as, “whom am I to tell this person who is older, or who has been here longer than me, or has been my peer, or I hope they like me,” you are going to fail.

You need to begin by thinking, “I have something to give this person. At the end of this they will know something about their behavior that will improve their performance.” You start the session feeling, “I will help someone.” If you can feel this, you are half way there as a coach.

The way you think about what you are doing dramatically influences how you do it. Your mindset produces changes in body language, tone of voice, and myriad other subtle cues that your listener will catch.

Your role as a Coach

At its most basic, your primary role as a coach is that of a teacher. You are the expert and the employees are similar to students.

You are an expert

When you are asked or promoted into the role of a coach, you are automatically granted some degree of expert status. You can treat your own opinion as worthy of respect. You can expect to be heard.

The fact that some people will disagree is irrelevant. Of course other opinions are possible. The economist John Maynard Keynes wrote that for any opinion you might hold, there are some who will disagree because they know a little less than you do and those who will disagree because they know a little more.

You can hold and put forth your opinion even if the employee disagrees. Your job is to teach what you know. You are the expert on the subject of your knowledge. It is often particularly important (and difficult) to realize this when you are communicating to someone higher in the chain of command.

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