Keep my behaviors positive, for behaviors become my habits

Keep my habits positive, because habits become my values

Keep my values positive, because values - values become my destiny

This paper will focus on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate america. We will also discuss various ways to improved performance through commitment and discuss why some coaching techniques fail to produce the desired results.

All coaching is a one-to-one conversation that is, in some way, focused on performance and commitment. However, all coaching is not successful. "According to Dennis Kinlaw successful coaching is mutual, communicates respect, problem-focused and change-oriented" (p. 25).

The first phase in becoming a successful coach and motivator is a successful coaching conversation, managers should involve subordinates fully in the communications process. Successful coaching is not a didactic process - one in which the manager instructs and the employee listens. It should be a p

In the second phase respect is what employees experience because of what the manager does. Respect results when managers encourage employees to give opinions and feedback during meetings, provide data and to offer objections to what the manager has said. It is easy for managers to become confused about the subject of respect for employees, especially for problem employees. "Kinlaw states that many leaders exemplify a common attitude that respect is something that people must earn, a treatment that employees deserve or do not deserve" (p. 27). In truth, communicating respect for the employees as an individual or group is an essential aspect of coaching conversations if they are to improve performance and develop commitment to the organization. Supervisors leading a group must never lose sight of the fact that their job is to manage performance of the group and to ensure commitment to superior performance. It does not serve supervisors purpose to foster resentment, or to block the development of others.

 Inputting - encouraging them to present new ideas.

According to Fournies, the coaching process is a five step process to redirect a subordinate's behavior to solve a performance problem: to get the subordinate to stop doing what he shouldn't be doing or to start doing what he should be doing (p. 135). The first step is to get agreement a problem exists, this is the most critical step in the coaching process, and usually where most managers fail in their efforts to eliminate performance problems. Managers fail here because they bypass it assuming the subordinate knows a problem exists. "David Calabria states even more difficult to believe, though true, is that subordinates may know they are doing something wrong, but they don't know it's a problem" (p. 75).

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Approximate Word count = 3176
Approximate Pages = 13 (250 words per page double spaced)