It might seem odd for an executive coach to be writing an article about self-coaching. There are many times, however, when individuals don't have access to a coach, but need to make changes related to how they approach work. I'm not trying to chase away business,however, I do believe that in some cases the principles applied in executive coaching can be helpful in self-coaching.

In any coaching situation two questions should be asked at the outset. "What can and cannot be changed?" and "What can I change without help?" My coaching work focuses on skills that can be changed. These skills may include: communicating a corporate vision, building teams, presenting under pressure and dealing with conflict. I'm not attempting to change personalities or deal with psychological Issues. When embarking on self-coaching, ask yourself these questions and focus on trainable skills.

The research on how top performers develop (Center for Creative Leadership, Greensboro, North Carolina - "Lessons of Experience") shows that the seventy percent of learning by highly successful study participants, took place through on-the-job experiences. This would suggest that any skill you select for self-coaching be a critical success factor in your current job. If you can't apply the lessons learned from self-coaching on a daily basis, the skill will soon diminish.

The model I am recommending for self-coaching is modified from the executive coaching model found on this web site. The modified version has the following steps:

• Identify the change that will provide the most impact in your work.

• Plan for improving the skill.

• Select someone to give you feedback on your progress.

• Implement the plan initially in low risk situations.

• Receive feedback on your execution.

• Apply the skill as often as possible.

• Identify

  What information is available that indicates a need to change? Helpful resources include: feedback from family, friends and coworkers, discussions with your manager and your own personal insights and observations. Select the skill which will result in the greatest influence on your overall performance. Take the time to write down what would be gained and/or lost if the desired improvements are made. Many times we have to let go of something before we can move forward. In a recent meeting of the Human Resource Management Group (www.hrmg@hrmg.org) in Waltham, MA, well known author and consultant Peter Block stated, " Every time you say 'Yes' to something, you say 'No' to something else." As an example, new managers frequently discover that they must give up being the"Go to technical person," before they can truly become a good manager.

• Plan

  The next step in our model is developing an action plan for the specific skill. The primary function of this plan is to describe how the change will be achieved. The action plan will contain behaviors that you want to eliminate and those you have selected to develop. There are a number of practical resources available for this type of skill development. Think about the way you prefer to learn before choosing a method. Some of us like to learn by reading, others by taking courses or finding an-in house, subject matter expert as a resource. Local community colleges are an often overlooked source of learning opportunities.

• Select

  There are things about us that we can only know through the eyes of others. Changing behavior or acquiring a skill can be optimized by selecting a Feedback Provider. This individual becomes a "video recorder," capturing our improvements and setbacks and offering recommendations. The ideal person for this role is a peer with whom you already have a solid relationship. Discuss your plan and how they can help you. Get together with them periodically to discuss your progress.

• Implement

  Change doesn't happen until we take the first step. But before you take action, think about the best approach. I often role-play with my coaching clients prior to difficult meetings, presentations, and negotiation sessions. Think about what you want to gain out of the encounter. What does the other person want. What is the worst thing that could happen and how will you respond. Carefully select low risk situations to practice the skill. Be forgiving of yourself, we don't master complex skills on the first attempt. Take the plunge and learn from your mistakes. As someone once said, "Beginning is half done."

• Receive Feedback

  Once you start to implement your plan, seek out comments from your Feedback Provider. Listen to his or her observations without interrupting. Thank the person, and integrate worthwhile recommendations when you next apply your skill.

• Apply

  Newly developed skills are perishable unless we use them frequently. If you took a workshop on Presentation Skills and did not use the skills at work for a year, how much learning would be retained? Look for opportunities to use the skill you are developing. Volunteer for teams where the skill can be applied. The famous philosopher Cher was quoted in the January 16, 1988 Boston Herald as saying, "You can't jump and leave one foot on the ground." Take a risk and put your skills to work.

While taking responsibility for our own development is critical to success, a coach can be a powerful resource. There are situations where self-coaching will not bring the desired results. At such times you may want to consider employing a coach who has the education, skills and experience to dramatically elevate your performance.

Recommended Reading:
Crisp Publications offers over 200 concise paperback books on a variety of topics including: Management, Communication Skills, Personal Development, Marketing/Sales and Computer Skills. You can request their catalogue at www.crisplearning.com or by calling 800-442-7477.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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