Coaching

[Coaching Lesson #8 from our Serving Leadership Development Program—Developing Trusting Relationships, Phase 2]

Coaching is helping another person develop and apply their skills, knowledge, and abilities in order to be successful in particular tasks or duties.

Servant leaders understand that if their people are going to help the organization accomplish its goals, they have to give them clear direction and guidance, be available to give them advice, and help them gain the skills and experience they need to be successful.

Jesus Coached His Disciples (Mark 9:14-29)

Here is an example where Jesus provided coaching to His disciples after they were unable to perform a task correctly, even though they had accomplished it before. The disciples had experienced a setback to their confidence (faith) when they discovered they were not yet competent enough to handle every situation. Showing their frustration, they asked, “Why couldn’t we drive it out?” Like a good coach, Jesus responded with specific feedback in a private location, explaining new insights to them in a truthful and loving manner.

It’s important that we coach and develop those we lead, providing correction and feedback to them in a loving and caring manner.

The Coaching Process

There are three parts to good coaching:

1. Performance planning.
2. Day-to-day coaching.
3. Performance evaluation.

Performance planning is about providing direction and setting goals. It’s about making sure people know exactly what is expected of them. Goals, standards, and expectations need to be clearly communicated to followers.

Day-to-day coaching involves helping people be successful by observing their performance, praising progress, giving feedback, and redirecting their efforts when they make mistakes.

Performance evaluation requires leaders to sit down with their people on a regular and consistent basis to give honest and fair evaluations of performance.

Discussion Questions:

1. What is likely to happen when a leader fails to give followers adequate training and doesn't communicate expectations to them?
2. Why are leaders sometimes hesitant about giving negative feedback to followers who may have made mistakes?