How To Avoid Coaching Mistakes

<h1>How To Avoid Coaching Mistakes</h1>Author: <a title="Darrell L. Browning" href="http://www.articlesbase.com/authors/darrell-l.-browning/114048.htm">Darrell L. Browning</a> By Darrell L. Browning Prior to coaching direct reports it\'s often a good idea to take a good look at the truck in your rearview mirror-- because that may be how your direct reports see you if you are making common coaching mistakes. Good intentions notwithstanding, many coaches drop the ball when it comes to coaching. Becoming aware of missteps may allow you to pass and pull in to the truck stop before the coaching begins. Coaching requires deliberate, calm action—no tailgating. Use your rest stop wisely. Try avoiding these common coaching mistakes: <ol> <li>Explore--Don\'t Fix. If your find yourself explaining everything and doing most of the talking, it may be time to realize coaching means letting go of your desire to change, help or motivate people and instead allow them to develop their own set of leadership objectives. That requires listening-- exploring their point of view. One shoe does not fit all. People have different values, aspirations and goals. Allow them to express themselves. </li> <li>Don\'t Try to Solve Their Problems. Help direct reports solve problems through identification and learning process. It is more valuable to teach someone how to fish rather than simply providing food. </li> <li>Seek Understanding. Then Offer Advice. No one will take advice or direction from someone they believe does not understand them. Focus on their goals and what is most important to them--not you. Listen more; direct less. The best answer is one they come up with themselves. </li> <li>Stop Repeating Yourself. You may not be able to meet your agenda but that\'s not the object of coaching. Coaching also creates awareness and provides ample opportunity for managers to build trust. Don\'t spoil that by harping on your point of view. Remember that an informal coaching atmosphere often generates additional information. And information fuels positive results.</li> </ol> For more information see <a href="http://www.browninglafrankie.com/"><a target="_blank" href="http://www.browninglafrankie.com">http://www.browninglafrankie.com</a></a>. ©BrowningLaFrankie 2008  About the Author: Darrell L. Browning is a principal founder of BrowningLaFrankie LLC, a Philadelphia-area based company specializing in helping companies manage crises, train leaders in media and presentation skills ands facilitate strategic change through leadership development and organizational development training, workshops and individual coaching. Browning is the trainer-of-choice at The Wharton School MBA Program at the University of Pennsylvania in crisis communications, media training and business writing. A journalist by profession, Browning has more than 20 years of media experience with CBS-Radio, daily newspapers and national magazines. He holds degrees in Journalism and Social Sciences from The Ohio State University. For more information see <a target="_blank" href="http://www.browninglafrankie.com.">http://www.browninglafrankie.com.</a>Article Source: <a href="http://www.articlesbase.com/">ArticlesBase.com</a> - <a href="http://www.articlesbase.com/team-building-articles/how-to-avoid-coaching-mistakes-777588.html" title="How To Avoid Coaching Mistakes">How To Avoid Coaching Mistakes</a>

By Darrell L. Browning

Prior to coaching direct reports it's often a good idea to take a good look at the truck in your rearview mirror-- because that may be how your direct reports see you if you are making common coaching mistakes. Good intentions notwithstanding, many coaches drop the ball when it comes to coaching. Becoming aware of missteps may allow you to pass and pull in to the truck stop before the coaching begins. Coaching requires deliberate, calm action—no tailgating. Use your rest stop wisely.

Try avoiding these common coaching mistakes:

Explore--Don't Fix. If your find yourself explaining everything and doing most of the talking, it may be time to realize coaching means letting go of your desire to change, help or motivate people and instead allow them to develop their own set of leadership objectives. That requires listening-- exploring their point of view. One shoe does not fit all. People have different values, aspirations and goals. Allow them to express themselves.
Don't Try to Solve Their Problems. Help direct reports solve problems through identification and learning process. It is more valuable to teach someone how to fish rather than simply providing food.
Seek Understanding. Then Offer Advice. No one will take advice or direction from someone they believe does not understand them. Focus on their goals and what is most important to them--not you. Listen more; direct less. The best answer is one they come up with themselves.
Stop Repeating Yourself. You may not be able to meet your agenda but that's not the object of coaching. Coaching also creates awareness and provides ample opportunity for managers to build trust. Don't spoil that by harping on your point of view. Remember that an informal coaching atmosphere often generates additional information. And information fuels positive results.

For more information see http://www.browninglafrankie.com.

Darrell L. Browning is a principal founder of BrowningLaFrankie LLC, a Philadelphia-area based company specializing in helping companies manage crises, train leaders in media and presentation skills ands facilitate strategic change through leadership development and organizational development training, workshops and individual coaching. Browning is the trainer-of-choice at The Wharton School MBA Program at the University of Pennsylvania in crisis communications, media training and business writing. A journalist by profession, Browning has more than 20 years of media experience with CBS-Radio, daily newspapers and national magazines. He holds degrees in Journalism and Social Sciences from The Ohio State University. For more information see http://www.browninglafrankie.com.

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Article Tags: Coaching, Motivation, Management, Leadership, Learning, Solution, Challenge, Organizational Development, Ceos, Method, Failure, Mindset, Lessons, Leaders, Overcoming Challenges, Supervisors, Executives, Work The Problem, Department Heds

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