Volume 3, June 2001: Coaching

Keyzine: An E-zine for Leaders about the People Side of Business

Publisher: © Key Associates, LLC, 2001 ISSN # 1545-8873

“A mentor is a person who saw more in you than you did and described it in ways that you could grow into.” — Lou Tice, high school coach

“Be the change you wish to see in others.” — Mahatma Gandhi


  • What’s Hot in Leadership
  • Frequently Asked Questions from Leaders
  • Meetings and Courses Online
  • Useful Websites & Newsletters
  • Articles/Publications
  • Maintaining Yourself as a Leader

What’s Hot in Leadership

  • In our research, people have been asked to describe the attributes of someone who has been an influential leader to them personally. The results are always characteristics that would describe a coach, helper, teacher – not a powerful, in-charge, charismatic dynamo who enjoyed being served.
  • Here are some thoughts to get you started on improving your coaching skills:
    • To inspire is to breathe life into other people’s aspirations.
    • Leaders are responsible for creating more leaders. Therefore coaching becomes a process of helping others grow and realize their potential.
    • The best assistance you can provide others is to help them realize their answers for themselves. In other words, use effective questions to draw out, rather than drive in.
  • “What results do you want?”
  • “What did you learn from the process?”
  • “In what ways can I support your success?”
  • “What future do you envision?”

Frequently Asked Questions

“How do I connect with someone in order to do effective coaching?”
You build rapport. Through genuine interest in the person, you ask a series of open, but non-threatening, questions. “What types of things do you enjoy doing?” And you make your aim clear – you are there to assist the person in being as successful as they want to be.
“Can I use the annual performance appraisal for coaching?”
Not likely. Unless it is the culmination and celebration of ongoing mutual feedback and development. Useful feedback is specific, descriptive, behavioral, and timely. If learning is to take place, the feedback needs to occur as close to the behavior as possible. Not once a year.
“What if I have to fire someone? Have I failed as a coach?”
It depends on the degree to which you have helped the person find a good fit for their skills. That could be outside your organization. And they may thank you for it. But no one should ever be surprised at their dismissal, which should follow serious coaching (under normal circumstances).

Meetings and Courses Online

Key Associates offers onsite courses in The New Leadership, encompassing coaching, motivation and the human spirit, trust and integrity, systems thinking, visionary planning, working with cultures, teaching and learning, new methods of communication, developing teamness, managing conflict, leading change, renewing your own spirit, and celebration.

Coaching clinics and professional business coaches by phone are available at Ken Blanchard’s Coaching.com.

Receive one hour’s Q&A or online coach training at Coach Campus.

The Institute for Life Coach Training invites therapists/counselors to became a life coach through teleclasses. Call 1-888-267-1206, or (972) 867-1915 or see schedule of classes and live seminars, speaking schedule at LifeCoachTraining.com. Send e-mail to info@lifecoachtraining.com.

View a number of other links and order newsletters from Coaching Scoop.

Useful Websites & Newsletters

The Coach Talk Channel is a site dedicated to establishing expanding and healing relationships. They host audio performances on coaching topics – you can be on the show! E-mail allan@success-talk.com for details.

Join a discussion group on coaching at the Center for Creative Strategies, www.bestcoaching.com.

Have a conversation with a coach at Coaching by Design.

Find a coach, a tool, a conference – both personal and corporate – at Coaching Circles.

Order ezines, websites, eforms, gifts, tapes, classes and books at Thomas Leonard (.com).


  • Block, Peter. Stewardship: Choosing Service Over Self-Interest. San Francisco: Berrett-Koehler, 1993.
  • Bennis, Warren. On Becoming a Leader. New York: Addison-Wesley, 1989, 91-95.
  • Berry, Donna; Cadwell,Charles & Joe Fehrmann. 50 Activities for Coaching/Mentoring. Amherst, MA: HRD Press, 1993.
  • Conger, Jay. Learning to Lead. San Francisco: Jossey-Bass, 1991.
  • Covey, Stephen R. Principle-Centered Leadership. New York: Fireside, 1991.
  • Cunningham, J. Barton. “Using Mentoring for Professional Development.” The 1994 Annual: Developing Human Resources. San Diego: Pfeiffer, 1994, 227-241.
  • DePree, Max. Leadership Jazz. New York: Doubleday, 1992.
  • DePree, Max. Leadership is an Art. New York: Bantum, 1989.
  • Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press, 1977.
  • Hargrove, Roger. Masterful Coaching: Extraordinary Results by Impacting People and the Way They Work. San Francisco: Pfeiffer, 1995.
  • Heider, John. The Tao of Leadership: Leadership Strategies for a New Age. Toronto: Bantum, 1985.
  • Hogan, Robert, Curphy, Gordon J. & Joyce Hogan. “lWhat We Know About Leadership.” American Psychologist. June 1994, 49(6), 493-504.
  • Kaye, Beverly & Jordan-Evans, Sharon. Love ‘Em or Lose ‘Em: Getting Good People to Stay. San Fransciso: Berrett Koehler, 1999.
  • Kouzes, James S.; Posner, Barry Z.; Kouzes. James M.; & Tom Peters. Credibility: How Leaders Gain and Lose It, Why People Demand It. San Francisco: Jossey-Bass, 1995.
  • Kouzes, James & Posner, Barry Z. The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. San Francisco: Jossey-Bass, 1990.
  • Leebov, Wendy & Scott, Gail. Health Care Managers in Transition. San Francisco: Jossey-Bass, 1990.
  • Murray, Margo. Beyond the Myths and Magic of Mentoring. San Francisco: Jossey-Bass,1991.
  • Oakley, Ed & Krug, Doug. Enlightened Leadership. Denver: Stonetree, 1991.
  • O’Donnell, Randall L. Nurturing Leadership. Little Rock: August House, 1992.
  • Pareek,Udai & Rao, T. Venkateswara. Performance Coaching. In Pfeiffer, J. William (Ed). 1990 Annual: Developing Human Resources. San Diego: University Associates, 1990.
  • Phillips, Donald T. Lincoln on Leadership. New York: Warner Books, 1992.
  • Rees, Fran. How to Lead Work Teams: Facilitation Skills. San Diego: Pfeiffer & Co., 1991.
  • Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency, 1990.
  • Tichy, Noel & DeVanna, Mary A. The Transformational Leader. New York: Wiley, 1990.
  • Wheatley, Margaret J. Leadership and the New Science: Learning About Organization from an Orderly Universe. San Francisco: Berrett-Koehler, 1992.
  • Whitworth, John. Coaching for Performance (People Skills for Professionals). Napierville, IL: Nicholas Brealey, 1996.

Maintaining Yourself as a Leader

Worn Out Leaders: So many leaders I coach are exhausted with their role. They are burned out, having trouble with balance, feeling the great weight on an organization on their shoulders. Their misfortune is that they have not let go of the idea of the all-knowing, totally competent super leader. They are still clutching all the tasks of leadership. A shift would be to view all people as leaders and responsible for leading with you. Hold a study session on Ira Chaleff’s The Courageous Follower: Standing Up To and For Our Leaders (Berrett-Koehler, 1995). Then, Leader, consider yourself the orchestrator and let the talents of others soar, to play the symphony for you, while you direct.


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