My Philosophy Of Coaching For Performance

"Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower This quote from Eisenhower rings true on many levels. During my career in the military and the private sector, I have been subjected to many different styles of leadership, good or bad. In my leadership roles I have attained, I tried to model leadership abilities by taking bits and pieces of previous leader’s styles and forming them into my own model. This has proven to work well as dealing with people from all different walks of life there is no one size fits all approach. In writing this paper, I will detail my own leadership platform drawing from the course material and various other sources. The goal of this paper is to show a solid understanding of the course teachings and perhaps give the reader a new found perspective on leadership.

Young Leadership: In seeking to examine, promote, and advance the success of Teaching and coaching in an organizational setting, the national and International Consortium for Coaching in Organizations is intended as a forum for all people involved in coaching in organizations: the organizational users of

Being a disciplinary figure instead of a good leader with skills tends to have flaws. Coach K leadership skills stimulated participation and motivation decreased team issues and met the goals at hand. Coach Knight’s method of leading produced the same outcome with the exception of having communication with his students and keeping team morale and motivation high along with keeping issues resolved or at a minimal.

Leadership and coaching go hand in hand in many ways because to coach is to lead, and to lead is to coach others. Indeed, leaders and coaches, whatever the title are really mentors within the context of a particular organization or activity. For centuries, scholars and philosophers alike have been trying to find a specific and complete definition for coaching and leadership, but have not had much success. True, leadership is, in part, decision making at the nth level; while coaching takes that decision making and often compartmentalizes it into split-second action (Rhodes, J., et al. 2000). In the era of gloablization, this has become even more critical now that there are so many divergent cultural opportunities that require new skills, approaches, and even that allow coaching to occur not just in the physical environment, but in the virtual as well, with no regard for geographic or political boundaries (Drucker, P.F., et al. 2001).

We as coaches must learn to bridge all the elements around us to make one functioning unit.

Personal Philosophy The philosophy of personal coaching is to empower others to know the greatness they have within themselves. Empowering them to trust their own insights and doubts about their life. God desires for us to live our lives happy and fulfilled in Him. God knows who we are and He knows our capabilities.

As a coach, having a foundation and a philosophy for your team to follow is fundamental for team execution and success. Through my experience, hardships, and times of success through sport, especially junior hockey, I have developed a personal coaching philosophy that I believe can be successful throughout life, not just in sport. This philosophy, which would be implemented at the start of every season, is called “Why Not Us”. It is a very simple, yet dynamic philosophy that consists of eight key terms that I believe are essential to success.

A coaching philosophy is a statement of what you value and how you approach your coaching role (Mitchell, 2013). Your philosophy should guide how you behave as a coach and how you interact with your athletes (Mitchell, 2013). As you mature and develop as a coach, your coaching philosophy will likely change as they are shaped by your experiences and life situations (Martens, 1996). As a coach, you should never care about what your players think about you while they are playing, but what they think about you 10 years after they graduate (Winkles, 1999). If you are trying to be their friend while you are coaching, they will not respect you. It is more important that you be tough on them and to help them to become better people with character.

He provided some of the best feedback I have had throughout my career. During a deployment he called me to the commander center and even though we were immerse in combat operations he just wanted to check on how my section was doing during the deployment and did we have everything we needed. I believe the best part was the fact that he did it because he genuinely cared not because of some military regulation. In Candice Frankovelgia article “The Key To Effective Coaching” you can see that my leader was doing what is references in the article(Frankovelgia, 2010).. A relationship is number one you can’t coach someone you do not have a relationship with. The others where challenging thinking. Providing assessments and driving results (Frankovelgia,

Overcoming the fact that one day you will not be able to play your sport is one of the hardest things all athletes must one day go through. It is a fact of the game that one day your eligibility runs out or if you are one of the lucky few who play professionally, your body’s years of health do not last forever. Coaching just to be around the sport and spread the joy that sport gave you for so many years. My coaching philosophy relies extremely heavily on this information. I have always been a person who is passionate about the things I love because I do not believe in not putting your whole heart into something. The most critical component to success in whatever sport you love lies in honoring the game that so many before you loved and excelled at. Excelling and honoring the game means having respect for everyone involved with the sport. Giving respect to your coaches is something I learned from the beginning. Being respectful and having a positive attitude learned at a young age is something completely taken for granted until you have adults who can neither adapt nor be flexible when something does not go their way. Sport is a form of education in that it teaches you similar life lessons that will be useful for far longer than the amount of time that you spend actually playing it.

Principals are under increased pressure to create systemic change within their school. Providing leadership coaching will give principals the tools they need while on the job and can improve their interactions throughout their workday. The purpose of coaching is to move from one place to another (Reiss, 2007, p. 54). The coaching model in the executive world has various models which supports the concept of helping leaders reach their next level with improved thinking skills or clarifying purposeful action to achieve challenging goals. Coaching develops leaders or gives leaders an additional edge (Allison-Napolitano, 2013). The coaching process is successful in helping individuals and organizations through change (Reiss, 2007, p. 56). This paper will review coaching models for school leaders and how interactionism is reflected and plays a part in coaching models. To be clear, executive coaching is defined by the chicagoexecutivecoaching.com,

Coaching is not a new phenomenon. The modern concept is widely considered to originate from the sporting world where literature such as “The Inner Game of Tennis” and other “Inner Game” publications by Timothy Gallwey date back to as early as 1974. These books may be considered as some of the first to touch on the concept of coaching. As Sir John Whitmore states in his well renowned book, Coaching for Performance, “Gallwey had put his finger on the essence of coaching. Coaching is unlocking people’s potential to maximize their own performance.” (Whitmore, 2009) It was in the first edition of this book, published 1992, that Whitmore comments on the relative immaturity of coaching in applications beyond the sporting world. Today we can see that

In a business there are several different factors, and attributes that can excel or hinder a company’s environmental and economic success. Most people believe that a business’s longevity relies solely on its profits and regulations, when in actuality, it is the coaching and the leadership of the business. In fact, coaching and leadership are the greatest attributes that accumulate to a company’s success, but if they are abused, or misused, they can cause severe damage to the company’s well-being. For this paper I will be covering the topics of coaching and leadership in the workplace and will be giving different types of styles for both concepts. I will also evaluate the correlation between the two and will give several examples throughout to help comprehend the topics. I will then explain how these attributes can be abused and can cause more harm to a company than good. I will conclude my paper by highlighting all of the main points throughout the paper, and then give my own opinion on the subject.

Coaching across cultures is a paradigm shift, an enlargement of coaching that adapts a broader view to help leaders be successful in a global environment (Rosinski, 2003). An organizations culture represents its unique characteristics e.g. observable behaviors, unrealized norms, values and beliefs. Schein (1985) defines organizational culture as:

Every good team, whether in sports or business became that way because of having a coach to provide direction and support in good times and bad. Becoming an effective leader to your team means that you will need to become comfortable with your own personal coaching style and become confident in your ability to lead a team to instill confidence in your team members. Not everyone is a natural born coach, but by being an effective leader and being able to effectively champion the members of your team, you should see improvement in performance. Simply put, being a good coach means helping others perform better by helping them improve their existing skills, correcting poor performance, or developing new skills to bring them to higher achievement levels.