What if Coaching Bogs Down?

Susan Hall
Slide Show

Seven Leadership Skills CIOs Need to Drive Results

CIOs must have the right leadership skills in place to deliver on today's heightened expectations.

In a post on weeding out poor performers in government - it's trying to get better at that - I linked to this post at Workforce Management (free registration required) on creating an action plan.


For coaching to work, it says, you need three ingredients in the proper proportions:


  • Trust - This person must believe that he or she can rely on you. Trust might be related to your position, your credentials or your reputation, but will be maintained through consistency of the relationship.
  • Logic - The person must believe that the goal makes sense.
  • Emotion - You must understand this person's interests and needs for success.


Then based on the coaching process developed by the consultancy The Chatfield Group, it delves into how to get started.


But what if you've developed the action plan, but nothing seems to be happening? That's the topic of a roundtable at Aspire Collaborative Services. In the Leadership Challenge, seven experts address a scenario in which a department head hires you as a coach for a manager who reports to her. He initially seems enthusiastic about the coaching, but months go by and nothing changes. He and the supervisor who hired you also don't have the meetings called for in the action plan. Both say they are really busy. What do you do?


I found especially interesting the advice to go back and ensure that both sides are committed to the coaching, to learn whether things have changed since the action plan was made and to learn what it takes to finally see some progress. I think you'll find reading the full piece well worth your time.

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