Book Summary | The Coach

This article summarizes the key takeaways of the The Coach, Creating Partnerships for Competitive Edge by Steven Sowell and Matt Starcevich.  Rich with useful, psychological insight into how to genuinely improve relationships between leaders and employees in service of organizational advantage and excellence, I highly recommend reading this evidence-based book and putting it into daily practice.

 

8 Step Model	Step 1: Be Supportive … assist, empathize, understand, listen, encourage Step 2: Define the Topic and Needs … focus on present, 1-2 items/session Step 3: Establish Impact … talk costs and benefits, mirror as role model Step 4: Initiate a Plan … who, what, when, where; set SMART goals Step 5: Get a Commitment … get clear answer and verbal/written agreement Step 6: Confront Excuses and Resistance … focus on what can be done Step 7: Clarify Consequences, do not Punish … focus on +, explain - Step 8: Do not Give Up … persist, establish follow up time/place
5 Levels of Coaching	Linking and Bonding - spend most of your time here, daily Reviewing - monthly 1-on-1 Mentoring - continuous Confronting - if and only if needed Choosing and Developing - quarterly, annually
Management Models	Adversarial / Hierarchy - traditional, Tayloristic view, control Patriarchy / Matriarchy - ineffective Silence - ineffective Entrepreneurial - building effective partnerships with employees (Koch MBM)
Definition of Partnership	Teamwork Common interests and goals Equal status Mutual consent Respect Honesty
Process of Guided Change	Stage 1: Preliminary Events … detect, pinch + pressure, decide Stage 2: Support-Initiate using 8 Step Model Stage 3: Follow Up Coaching … refine + reinforce, feedback + support
Supporting Skills	Be forward looking … focus on improving future, not pathology about past Give employees credit for recognizing the problem and designing soln. Start light, indirect in communication style (ask questions, listen, probe, restate, encourage); then and only then get direct if needed. Focus on the concern or problem … not the person. Set clear expectations (Koch RRE). Shift to silence when done speaking to put ball in employee court.
How to Better Coach	Be assertive. Be realistic. Trust the process.
Coaching	Is a process… not an event. Coaches are catalysts and conductors … not commanders.
Sports	John Wooden .. UCLA College Basketball Coach Barbara Bramblett - my tennis coach
Positive Development Process	Trust employees more. Give them more responsibility and variety. Defer to them more. Surrender more control to them as mutual business partners. Allow them space and creativity.