Heartland Business Exchange LLC

There are ten different roles a coach or mentor (hereinafter referred to simply as "coach") can assume. Which role a coach assumes depends on the needs of the client. On any given day, the coach may perform one of the roles or all of the roles. Over time, and with experience, coaches can learn to assume different roles more easily. Each of the ten roles are described below.

 

Teacher: As a teacher, a coach needs to teach the client the skills and knowledge required to perform his/her position successfully. This role requires the coach to outline the "nuts and bolts" of the position and to share experiences as a seasoned professional. It is important that the coach also share the wisdom of past mistakes. A client cannot only learn from past errors, but also must realize that no one is perfect.

 

Guide: As a guide, the coach helps navigate through the inner workings of the organization and decipher the "unwritten office rules" for the client. This information is usually the "kernels of knowledge" that one only acquires over a period of time. The inner workings of the organization are simply the "behind the scenes" dynamics, or office politics, that are not always apparent, but are crucial to know. The "unwritten rules" can include the special procedures an office follows, the guidelines that are not always documented, and policies under consideration. It is also important for the coach to explain who does what, the critical responsibilities each performs, and the office personalities involved.

 

Counselor: The role of counselor requires the coach to establish a lasting and open relationship. In order to create a trusting relationship, the coach needs to stress confidentiality and show respect for the client. A coach can promote confidentiality by not disclosing personal information that the client shares. The coach should always show respect by listening carefully and attentively to the client and by not interrupting the client while s/he speaks.

The counselor role also encourages the client to develop problem-solving skills. A client must be able to think through problems rather than always depending on the coach to provide the solution. The coach can develop the problem-solving skills of a client by advising the client to first attempt to solve the problem before seeking assistance.

 

Motivator: As a motivator, a coach may at times need to generate motivation with the client. Motivation is an inner drive that compels a person to succeed. It's not often that clients are not motivated. In general, clients are enthusiastic about their job. After all, clients tend to be characterized as highly-motivated individuals with a thirst for success. Coaches usually perform the role of motivator only when there is a need to motivate a client to complete a difficult assignment, or to pursue an ambitious goal. Through encouragement, support, and incentives, coaches can motivate clients to succeed.

One of the most effective ways to encourage a client is to provide frequent, positive feedback during assigned tasks or while the client strives toward goals. Positive feedback is a great "morale booster." It removes doubt and builds self-esteem that results in a sense of accomplishment.

 

Sponsor: A sponsor creates opportunities for the client—opportunities that may not otherwise be made available. These opportunities can relate directly to the job or indirectly to the coach's overall professional development. The goal of the coach is to provide as much exposure for the client as possible, with a minimum of risk.

 

Opportunities should challenge and instruct without slicing away the coach's self-esteem. A client should not be set up for failure. New opportunities can increase the visibility of the client, but coaches must be careful in selecting these opportunities.

 

Coach: Coaching is a complex and extensive process and is not always an easy skill to perform. Specifically, coaching involves feedback. A coach needs to give different kinds of feedback as the situation demands: positive feedback to reinforce behavior and constructive feedback to change behavior. Both types of feedback are critical to the professional growth of the client. Feedback should be frequent, specific, and based on direct observation of the client (not secondhand information). When giving constructive feedback, the coach should be descriptive about the behavior and not use labels, such as "immature" or "unprofessional." The coach should neither exaggerate, nor be judgmental, and should phrase the issue as a statement, not a question.

 

Advisor: This role requires the coach to help the client develop professional interests and set realistic career goals. As the old saying goes, "lf you don't know where you are going, you don't how to get there." This saying holds true for a coach's professional development. The coach needs to think about where the client wants to go professionally and help set career goals. Career goals should be specific, time-framed, results-oriented, relevant, reachable, and flexible to accommodate the changing dynamics of the organization.

 

Role Model: As a role model, the coach is a living example of the values, ethics, and professional practices of the agency. Most clients, in time, imitate their coaches. As the proverb states, "Imitation is the sincerest form of flattery." Teaching by example may be a coach's most effective developmental tool. The client will learn as he or she observes how the coach handles situations or interacts with others. The coach needs to be careful how they come across to the client. The coach needs to strive for high standards of professionalism, solid work ethics, and a positive attitude.

 

Referral Agent: As a referral agent, the coach works with the client to develop an action plan that outlines what knowledge, skills, and abilities are needed to reach career goals. Once the action plan is in place, the coach can then use the action plan as an "enabler" to move the client toward career goals that have been set.

 

Door Opener: The role of door opener is to open up doors of opportunity. This role primarily involves helping the client establish a network of contacts within the agency, as well as outside the agency. The client needs a chance to meet other people to spur professional development. As a door opener, the coach can introduce the client to the coach's contacts to help build the coach's network structure. As a door opener, the coach also opens doors of information for the client by directing him/her to resources that may be helpful.

 

A successful coach is characterized as:

 

Supportive: A coach is one who supports the needs and aspirations of the client. This supportive attitude is critical to the successful development of the client. A coach must encourage the client to accept challenges and overcome difficulties.

 

Patient: A coach is patient and willing to spend time performing coaching responsibilities. A coach allows adequate time to interact with the client. Time requirements are defined by both the coach and the client.

 

Respected: A coach is someone who has earned the respect of peers within the community and his or her profession.

 

People Oriented: A coach is one who is genuinely interested in people and has a desire to help others. A successful coach is one who has "good people skills," who knows how to effectively communicate and actively listen. A coach must also be able to resolve conflict and give appropriate feedback.

 

Good Motivator: A coach is someone who inspires a client to do better. A coach needs to be able to motivate a client through encouraging feedback and challenging work assignments (where applicable).

 

Effective Teacher: A coach should thoroughly understand the skills required of the coach's position (or desired position) and be able to effectively teach these skills to the client. A coach must not only teach the "skills of the trade," but also manage the learning of the client. This means the coach must actively try to recognize and use teaching opportunities.

 

Secure in Position: A coach must be confident in his/her career so that pride for the coach's accomplishments can be genuinely expressed. A coach should appreciate a coach's strengths and abilities, without viewing these accomplishments as a threat. A secure coach delights in a coach's discoveries and welcomes a coach's achievements. In truth, a coach enjoys being a part of the coach's growth and expansion.

 

An Achiever: A coach is usually a professional achiever, one who sets lofty career goals, continually evaluates these goals, and strives to reach them. A successful coach is usually one who takes on more responsibilities than is required, volunteers for more activities, and tends to climb the proverbial career ladder at a quick pace.

 

A coach attempts to inspire a client with this same drive for achievement. This "attempt at achievement" is the flint that sparks a coach's desire for career success. In this way, a coach helps a client to set, evaluate, and reach career goals.

 

Able to Give Client Visibility: A coach is someone who can give the client the right amount of exposure within the agency. One way to give exposure is to secure challenging projects for the client. Another way is to talk with others about the coach's accomplishments.

 

Accepts Others: A coach is one who shows regard for another's well-being. Every person, including the coach, has certain vulnerabilities and imperfections that must be accepted. A coach should learn to accept a coach's weaknesses and minor flaws just as the client must learn to accept the weaknesses and flaws of the coach.