1.5 - About University

paths to success, solidify old skills and tools, and focus on building success in the new situation.Here is a series of steps for coaching high-performers, with space to make action notes.You may wish to complete this action matrix with the high-performer.WEB WORKSHEETCoaching steps1. Identify or create the growth opportunity, when thehigh-performer’s old set of skills and old ways of performingwill be inadequate to produce real success.2. Agree on coaching as a tool. Coaching must be seenas a reward for good performance and an aid to successin a very challenging but worthwhile situation.3. Agree on the coach. The credibility of the coach iscritical. High-performers will not accept help fromjust anyone. If you are the right person, proceed. Ifnot, find an acceptable and resourceful coach.4. The coach and high-performer build their relationshiptogether. The personal chemistry has to work,and the relationship needs to be built on trust andmutual respect.5. The high-performer articulates a vision for bothcareer and life ambition. Successful people are oftennot self-reflective. The organizations in which theywork may not encourage reflection. Rather, the organizationswant immediate action and business success.As a result, successful people can gain a greatdeal by thinking about their life’s direction. It is herethat their passions reside.6. Identify and design learning experiments: action totake in the direction of the vision; resolving somechallenges of the new situation; using new skills or anew approach. Plan small but important steps. Focuson achieving success when planning. Debrief actionstaken to extract learning.7. Design new learning experiments, keeping the visionin mind.Action notes[☛ 3.2 Sigmoid Curve][☛ 12.2 Trust][☛ 2.4 Visioning]8. Develop momentum and a feedback process, thenget out of the way. Once the new path or the newskills are established, the high-performer’s need forcoaching diminishes quickly. Recognize this. End theformal coaching relationship, and provide ongoinginformal support over time.[☛ 9.1 Leadership Versatility]Copyright McGraw-Hill 2000. Original purchasers of this book are permitted to photocopy or customize this worksheet by downloading it fromwww.books.mcgraw-hill.com/training/download. The document can then be opened, edited, and printed using Microsoft Word or other word processingsoftware.SECTION 13 TOOLS FOR LEADING PERFORMANCE 397