Coaching yourself

The concept of coaching has been around for centuries, although judging its effectiveness relies mostly on anecdotal evidence since there is no proper objective framework by which success may be measured.

Given the additional problem sometimes of finding an effective coach, it might be worth considering the extent to which managers could, with a little imagination, act as their own coaches.

Illustration

This was the topic of an article at clomedia.com.

Essentially a coach’s job is to help get the best out of the client, while at the same time allowing the client always to play the leading role. The question for anyone considering self-coaching is whether they have the necessary self-discipline to sit on two chairs at the same time.

Coaching oneself has been compared to embarking on a foreign holiday trip alone, rather than as part of a package tour. Being reliant entirely on oneself needs much more preparatory work. As a starting point for self-coaching, two aspects need to be considered: change story and skills matrix.

Change story

This requires looking at the bigger picture based on your current status and deciding where ideally you would like to be. What do you regard as being successful in both your personal and professional life?

At the same time, your ambitions need to be tempered with a sense of realism: there is little to be gained by setting hopelessly over-optimistic targets.

Skills matrix

Once your aim is clear, you need to think about the sort of knowledge and skills required to achieve it. Types of requisite skills for your job will differ depending on your level in the company hierarchy.

To assess yourself, use a proficiency scale of 0 to 4, in which 0 indicates no knowledge of the given area and 4 means expert. You will then need to verify your own intuitions by consulting other people upon whom you can rely for an objective opinion.

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Article source Chief Learning Officer - a U.S. magazine and website focused on L&D
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