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Published by Marshall Cook in 1998, this book focuses on working within the workplace to encourage top performance by working with your employees. It looks at the characteristics of an effective coach, how to achieve cooperation in a disciplined and non-threatening atmosphere, and how to instinctively use effective problem solving strategies in every situation.
The 12 characteristics of a good coach are: positive; supportive, trusting; focused; goal-oriented; knowledgeable; observant; respectful; patient; clear; and assertive.
No surprise here.
Cook describes seven major types of questions of which several are to be avoided by coaches:
- Factual (also know as informational questions which are used to establish common understanding or background)
- Explanatory (generally these are why questions, which can be used only if you do not convey any other meaning through voice tone, gestures, or facial expression)
- Justifying (more why questions which generally put people on the defensive – avoid these)
- Leading (annoying type of question to be avoided)
- Hypothetical (what if are most effective when they call for a prediction based on knowledge, an estimate, or educated guess)
- Alternative (or forced choice either/or questions which may be manipulative)
- Summary (asking for the bottom line and may be difficult to answer)
From my work as a coach, there are many other nuances in the types of questions used by coaches – the key is to have the question be appropriate to the client, the situation, and the context.
Another interesting approach taken by Cook is to have individual chapters on the coach as trainer, mentor, or corrector. The way I might describe this is a trainer, mentor or corrector using coaching skills and abilities in the performance of their non-coach role.
This book wraps up with 13 principles for good coaching and living:
- Getting started: it doesn’t matter where you start
- Control: you can’t control anybody
- Decisions: make them promptly
- Time: don’t waste it
- Questions: ask lots of them
- Mistakes: everyone makes them
- Anger: feel it, don’t act on it
- Objectivity: there is no such thing
- Generalization: be specific
- Fear: face it
- Role modeling: coach by example
- Life: you need one
How do these principles apply to your coaching and your life?
Vikki Brock, PhD, EMBA, MCC
Team Lead, Coaching History
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