Chapter 16

types of coaches/leaders

—shamans

—priests

—elected leaders

—missionaries

—mystic healers

shamans

heal through the use of personal power

—they focus the attention of their followers on themselves

priests

claim power through office

—they are agents of omnipotent authority, and the people who follow them are taught to see themselves as set apart from others

elected leaders

undergo trials, self-transformation, training, or some other rite to achieve their positions

—derive power not only from their own experience but also from the mandate of their followers

missionaries

teach out of personal conviction, believing in certain ideals and seeing it as a duty to pass on these ideals to others

—goal directed

mystic healers

seek the source of illness and health in the follower’s personality

—require unselfish motivation and considerable sensitivity, as well as flexibility to vary treatment according to the nature and needs of each individual

personal conditions conducive to growth

—when there is a felt need

—when they are encouraged by someone they respect

—when their plans move from general goals to specific actions

—as they move from a condition of lower to higher self-esteem

—as they move from external to internal commitment

organizational conditions conducive to growth

—basic respect for the worth and dignity of all people is a cardinal value

—individual differences are recognized, and a variety of learning experiences are provided

—each person is addressed at his/her level of development and is helped to grow to fuller potential

—good communications prevail; people express themselves honestly and listen with respect to the views of others

—growth is rewarded through recognition and tangible sign of approval (commendation, promotion, income, etc.)

principles to develop others

—have a respectful attitude

—build self-esteem

—use the correct medium or combination of techniques

—use coaching vs. judging in developing people (purpose, timing, focus, process)

—practice

measurement of learning effectiveness

—satisfaction

—learning

—application

—impact

satisfaction

generally measured as participant approval ratings

learning

defined as measurable improvement in knowledge, skills, and attitudes

application

understood as on-the-job use of new concepts, principles, tools, and techniques

impact

as measured by improvement in bottom-line results such as sales, quality, customer satisfaction, safety, employee morale, turnover, costs, and profits

basic rules to succeed in work

—put your best foot forward

—deliver results

—be considerate

—be creative

—have integrity

peak performance process

1. decide what is important to you

2. picture the completed thing

3. take action

personal performance

1. know yourself

2. become an expert

3. always be a learner

4. establish your style

5. build a network

6. focus

7. don’t be a “city doll”; be a “sturdy lad”

8. create a cushion

9. be true to your values

10. be persistent

11. stay young, stay foolish