Coaching Mastery Level

I’ve developed this comprehensive list of principles for effective coaching in my practice. I prioritize these principles situationally per client and team.

This is why coaching is so highly valued, as is being coached by someone.

Who will you intentionally coach? Who is your coach?

1.     Consistently sets clear expectations and verifies the associate’s understanding of his or her responsibilities

2.     Proactively seizes opportunities to provide feedback – to either reinforce good performance or correct poor performance 

3.     Excels in the delivery of both positive and negative feedback in a forthright manner and shows empathy when people experience difficulty

4.     Articulates behaviors and actions contributing to performance 

5.     Explains, provides instructions, and demonstrates activities or processes in a way that maintains self-esteem and results in quick improvements

6.     Seeks the associate’s point of view while providing guidance 

7.     Positively recognizes good performance and performance improvement 

8.     Excels in creating a learning environment that inspires accountability for excellence and growth 

9.     Extremely effective at identifying areas for associate development that match organizational priorities  

10.  Provides associates with the time, feedback and support they need to accomplish their development goals

11.  Holds associates accountable for applying learning to job performance; addresses concerns, issues, and needs associates have about their performance expectations in a positive and supportive manner   

12.  Constructs comprehensive, beneficial development plans which have proven to yield strong outcomes and personal growth results

13.  Recognized and sought out by others for ability to coach and mentor

14.  Has a consistently high level of emotional IQ with the ability to identify, assess, manage and control the emotions of one's self 

15.  Coaches and develops individuals and teams by being authentic and modest

16.  Has an acute understanding of human individual and team behavioral drivers and coaching/mentoring psychology 

17.  Is able to listen effectively and ask clarifying questions as a process of joining and not as a means to discount, tear down or destroy an individual or team 

18.  Has ability to mentor, develop and coach teams, groups and organizations not only individuals.  

19.  Is fully aware of how to manage the distinction, boundaries and professional impacts of coaching from a business versus personal relationship perspective 

20.  Is able to coach and develop in diverse contexts (operating conditions that are calm, chaotic, growth, stressful, downturns, damage control, diversity, performance management, etc.) and is superior at knowing when to intervene 

21.  Can positively interact with all roles and ages to further foster and influence positive example setting while influencing organization wide culture to promote coaching and development and alter business and technology paradigms

22.  Can integrate coaching with talent management, performance management and character development as well and not just technical leadership 

23.  Has extensive experiential background and experience to fully relate to mentees situation

24.  Has strong demonstrated ability to perform upward coaching