The Extraordinary Coach – Zenger & Stinnett



The Extraordinary Coach – Zenger & Stinnett

• Coaching should be implemented as it builds a strong culture for the organization and provides employees with a new meaning for their work while bolstering productivity.

• For the coaching model to work you may have to unlearn certain habits you follow. Coaches must recognize that there are better ways to work with their coachees.

• There are many reasons why supervisors don’t provide feedback to their coachees. You have the choice to pay now or to pay later. It has been shown that employees feel that their supervisors are doing a good job when the supervisor has provided continual feedback about employee’s performance.

• Effective coaching is collaborative, and the coachee should be doing most of the talking. A coaching session should focus on the growth of the employee as opposed to a report about the day-to-day operations of the organization.

• Managers need to want to connect with their coachees. Managers should use effective practices when communicating with their coachees and provide frequent feedback.

• The FUEL Coaching Framework is a tested framework for coaching employees.

o The flow chart on the back side of the sheet demonstrates the FUEL method.

• Coaches need to receive feedback on whether their coaching is effective. This allows the coach to adjust their method to ensure that the time spent is working for the coachee. The coach needs to remember to communicate with the coachee on the same level. Coaching should not be a lecture to the coachee.

• The goal of coaching is to see growth in the coachee. The coachee has to want to change for change to actually occur.

• Positive reinforcing feedback should be provided on at least a 3-to-1 basis to negative feedback. Positive feedback allows coachees to see how their actions directly benefit the organization.

• Negative feedback can be implemented if the feedback is timely and used in conjunction with positive feedback. If you are going to use negative feedback do not put your impression into the feedback provided to the employee.

• A coach needs to be careful when setting up a coaching session. There are times when an informal conversation can be used for quick feedback, but other times require a more formal discussion.

• If you are going to make changes to your coaching structure let your coachee’s know so that they can provide feedback about the new strategies you are implementing.

• You may have to force yourself to provide coaching sessions. Don’t let them end up being spaced out too far apart time wise.

• Recognize that your coachees are actually people. There are factors outside of the workplace that may affect their mindset.

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