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Coaching to Mesh Planners and Doers

Coaching to Mesh Planners and Doers
For some people, a coach is like a scorekeeper, someone we report to each evening measuring out status. For others, a coach is a referee, someone keeping score but also blowing the whistle when we commit an error. And for others, the coach is an adviser, engaging us in dialogue about how we’re doing.
But at the highest level, a coach is a source of mediation, bridging the gap between the visionary planner and shortsighted doer in us.
Most of us are familiar with this dynamic. The coach meshes our inner planner with our inner doer. In situations big or small, we make choices that marry intention with execution.
We know this intuitively in most endeavors. In sports, we welcome coaching because we need an expert correcting our technique, exhorting us to try harder and reminding us to maintain our poise.
It’s the same in corporate life, where the best leaders function like our favorite high school coach, teaching, supporting and inspiring us.
But beyond the workplace, we don’t always appreciate the dynamic. In our private lives, we don’t always welcome coaching.
One reason we resist coaching is our need for privacy. Some pieces of us are not to be shared with the world. We prefer to keep some of our behavioral deficits to ourselves rather than hang them out in public.
Another reason is that we don’t know that we need to change. We are in denial, convincing ourselves that others need help, not us.
Although the process of daily questions and coaching works just fine for goals like “get in shape” or “get organized,” it’s even better for interpersonal challenges — the be-nice, be-appreciative, be-caring goals.
I know this because it’s what I work on with my clients. They don’t ask me to help them become better strategists, proposal writers or programmers. I help them become better role models in their relationships.
Not long ago I worked with an executive named Griffin, whose behavioral issue was adding too much value at work. If one of his people came in with a new idea, instead of saying, “Great idea,” Griffin displayed an urge to improve it.
Sometimes, his contribution was helpful. The problem was that while he may have improved the idea by 10 percent, he reduced the employee’s ownership of it in half. He was stifling creativity.
Luckily Griffin was a quick study and, with daily questions, was soon awarding himself 10s for not adding value. I mention this because it highlights three benefits of the daily questions:

If we do it, we get better.

This is one of the minor miracles of the daily questions. If we do them consistently and properly we get better. We don’t get many guarantees in life, but this is one of them. My clients get better if they listen to me. They don’t if they do nothing.

We get better faster.

Griffin only needed a month to solve his problem — as if after 18 months of being coached at work, he not only got better but also became more efficient at the process of getting better.

Eventually we become our own coach.

This is true because of all my clients who got better continued improving without me. Coaches can bridge that gap because they’re objective. They can remind us of our original intentions. They can recall the times when we displayed desirable behavior and help us summon up the will to do so again.
Over time, we learn and adapt. We recognize the situations where we’ll likely stray from our plans. After many failures, one day we make a better choice.
That’s the moment when the planner and doer in us are joined by the coach in us. We don’t need an outside agency to point out our behavioral danger zones or urge us to toe the line. We can do it on our own.
The coach in us takes many forms. It can be an inner voice whispering in our ear to remember an earlier time when we did the right thing. It can be a song lyric, an instruction on a card, a memory of someone important to us — anything that triggers desired behavior.
Tags: coach, coaching, doer, plannerThe post Coaching to Mesh Planners and Doers appeared first on TALENT MANAGEMENT.
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Source: Succession Planning

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