| I talk to a lot of people about coaching, not because | | | | The next step in the generic coaching model is |
| they want to become clients, but because they're | | | | making a plan to get you from where you are to |
| curious about coaching. And they all ask, "Does it | | | | where you want to be. Strangely enough, you |
| really work? Can you really help me get what I | | | | probably already know what you need to do, once |
| want?" Well, the answer is a resounding "Probably." | | | | you know where you want to go. My role is to help |
| Coaching isn't magic, despite what some of the | | | | you keep the plan realistic, to keep all the options |
| crystal-gazers want you to believe. All a coach does | | | | open so you don't get caught in just one path, and |
| is help you focus all your energies on what it is you | | | | to help you identify the critical points in the plan. We |
| want to achieve, then put together a plan for getting | | | | might make a plan for a week or a month or a |
| it, then carry out the plan. I say "all," but that's | | | | decade, but I'm a great believer in writing it down so |
| actually a lot because most people aren't at all clear | | | | you always know what to do next. |
| what it is they want. Think about it - has anyone | | | | And the last step is helping you execute the plan. To |
| ever asked you in all sincerity, "What do you really | | | | be honest, I do exactly none of the work here: |
| want?" And if they did, would you be able to answer | | | | you're the one who has to follow the plan, make the |
| them? Most of my clients need a lot of help with | | | | phone calls, get the allies, call the meetings, write the |
| that one, because they're used to asking themselves | | | | papers, whatever. My role is to help you remember |
| questions like: | | | | the goal: why you got started in the first place and |
| "What am I entitled to?" | | | | what it will mean to you when you succeed. In the |
| "What does he/she want for me?" | | | | inevitable times when the plan doesn't seem to be |
| "What should I say I want?" | | | | working, I help you analyze what's happening and |
| So answering honestly requires a lot of introspection | | | | help you replan if necessary. And above all, I'm your |
| and courage - because once you've admitted to | | | | biggest cheerleader - I try to transfer as much |
| yourself what you want, you feel obliged to go get | | | | enthusiasm as I can from me to you to help you get |
| it, and that can cause big changes. The most | | | | through the tough times, and help you celebrate |
| frequent stumbling block for clients at this point is | | | | even the small successes. |
| that little inner voice that says, "I can't possibly do | | | | So that's what coaching is all about and why the |
| that." or "That's for other people." The coaching | | | | question "Does it work?" can only be answered, |
| literature calls this voice "the gremlin," but I think | | | | "Probably." Success depends on a combination of my |
| that's to cute a word so I use the term "saboteur." | | | | skill and your determination and, if we both show up |
| After all, this is the voice that wants to wreck all | | | | ready to try our hardest there's an overwhelming |
| your plans before they even begin. Getting the | | | | likelihood that you'll achieve what you set out to do. |
| saboteur under control is one of the toughest parts | | | | Man, I love this job. |
| of coaching. | | | | |