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What might it mean for people to "coach themselves." On first glance the idea may seem like a contradiction or an oxymoron. Let's first explore the dynamics of a coaching relationship. The qualities we expect in a coach include: being trustworthy, open and honest, sincere, committed, non-judgmental. Similarly, a coach asks questions, challenges assumptions, listens , pays attention, and stays on the acknowledged purpose. I suggest that what we need, want and expect from a coach are the same qualities and behaviors we expect employees to exhibit themselves when it comes to making a change or improvement in attitude, behavior, professional development or performance.
Viewed from a business success perspective, coaching typically focuses on helping people achieve three goals:
ò Become responsible for their own ongoing development.
ò Achieve and maintain productive interpersonal relationships.
ò Commit to achieving strategic goals through high performance.
So, how can people learn to coach themselves? First one must come to the realization that change is essentially an "inside out" job. This focus on "inner work" puts the responsibility on each of us to reflect on, stretch beyond current capabilities and come up with personal responses to essential work issues such as: What motivates me to succeed? What do I need to learn in order to develop and grow? Where do I want to go in my career? How can I communicate more effectively to be understood? How do I show up on-the job? What is my role in conflicts that arise? How do I fit in to the big picture? How can I create meaning and purpose in what I do? Whom am I serving by the work I do? By taking the time to examine our perceptions, attitudes, behaviors and expectations we begin to come to terms with what serves us and what we must move through, around or let go of in our ongoing growth and development.
From this perspective, it is then important to support people in developing and integrating the coaching attributes and goals into daily on-the-job practice.
Take the time to think about, reflect on, and understand what is at issue before taking action. Consider information that deals with an on-the-job issue or concern, explore the personal significance or practical implications and consequences of the material, outline some action steps to take.
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Initiate and nurture peer feedback opportunities to share these interpretations and possible actions to gain further insight related to personal reflections.
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Engage in ongoing work group dialogue to explore, deepen and expand collective meaning related to performance improvement issues and approaches.
By practicing doing inner work, asking for and giving peer feedback and engaging group dialogue we can move closer to having people "coach themselves".
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