coaching articles
Series: On Congregational
Redevelopment
Title: Part 4 -
Abilities and
Responsibilities of a Coach
Click here
to read other articles in this series.
A coach must
have the ability to understand what is required in the specific coaching
interaction, and it is important, at the very beginning of the relationship, for
the congregation and the coach to come to an agreement regarding the coaching
process. Agreement should be reached about what is appropriate in the
relationship and what is not, what is and is not being offered, and about the
congregation and coach’s responsibilities. It is also very important to
determine early on whether there is an effective match between the coach’s
method and the needs of the prospective congregation.
The question of whether the chemistry is right to create a safe, supportive
environment that produces ongoing mutual respect and trust. For this trust to
be established the coach must show genuine concern for the congregation’s
welfare and future. He/she must continuously demonstrate personal integrity,
honesty and sincerity by establishing clear agreements, keeping promises, and
demonstrating respect for the congregation’s perceptions, learning style, and
personal being. A biblical coach will provide ongoing support for and champion
new behaviors and actions. This will result in motivating the congregation to
overcome the fear of failure.
Coaches
need to develop the ability to be fully conscious and create spontaneous
relationship with the congregation by employing a style that is open, flexible
and confident. Using humor effectively to create lightness and energy is an
important tool for the coach. He/she also must demonstrate confidence in
working with strong emotions, and must self-manage and not be overpowered or
enmeshed by the congregation’s emotions. At times, when neither the coach nor
congregation knows what to do, a commitment to prayer should be made by both.
This means the coach will see many ways to work with the congregation and
choose in the moment what is most effective.
The coach should resist the temptation to trust intuition alone and should ask
the Holy Spirit for discernment. Regarding this subject Hargrove says, “Though
many leaders and others today are coaching ‘intuitively’—and this is
commendable—it is my belief that being an ‘intuitive coach’ is insufficient to
foster a culture of coaching, to produce breakthroughs, or solve complex
problems." (1)
Being a coach means having a mission attitude of humility, passion, urgency,
curiosity, caring, joy, and clarity. The work of the coach must be accomplished
with reliance first on God’s gifts of discernment, skills must be developed,
tested, and persistence must be practiced. The coach must have a variable game
plan using the skills of listening, leverage, opportunism, and partnership. The
coaching relationship is long-term, and filled with tolerance of errors yet
uncompromising about growth.
The Christian coach bases all his/her work on a desire for God. “It is
sensitivity to the movement of the Holy Spirit in individual lives and
contemporary culture combined with creativity and courage to seize the right
moment. Momentum is equally significant to bringing change. The shift in
congregations usually begins with a crisis. Good coaches see in every crisis an
opportunity to reverse the momentum of the game.” Furthermore, “great coaches
are honest, not merciful. Great coaches are daring, not cautious." (2)
Nevertheless, the intent of
any coaching model should not be to completely eradicate the intuitive skill and
artistry out of coaching, but rather to provide some kind of structure or road
map, thus making coaching a distinct discipline and practice. With this
aim, a coach could implement Hargrove’s five-step model.
In this process the
first step is to
develop a coaching
mission and
teachable point of
view in order to
define exactly what
area you are
coaching.
Second, invest in
relationships.
The only way you
will be able to
achieve your
coaching mission and
get your teachable
point of view across
is to invest in
relationships.
The third step is to
plan the goals
collaboratively.
It is very important
in today’s knowledge
economy for leaders
to move beyond
telling others what
to do and to engage
in collaborative
inquiry about what
needs to be
achieved.
Fourth, forward the
action. Once
planning is done, it
is the role of the
coach to generate
action. The
final step is for
the coach to provide
feedback and
learning. The role
of the coach is to
observe as people
make a committed
attempt to perform
and to intervene in
the event of
unintended results.
(3)
Those interested in determining whether they may be a potential coach, may find
the tool, “Self Assessment for Blood Type ‘C’” quite helpful. (4) The assessment
is below. For more information about this assessment,
click here.
Read each
statement and respond as objectively as possible
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Not quite true |
Already true |
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1. I
have been listening intently, asking pointed questions and encouraging
others as a preferred way of interacting with people all my life. |
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2. I
always respond this way …it extends beyond work life. I often do it in
addition to my current job, sometimes even instead of performing well in
my current job. |
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3. I
can see the benefit of and enjoy having structured conversations in
order for others to take effective intentional action.
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4. I am
inclined to make fine distinctions in language to clarify meaning. |
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5. I
naturally put my own agenda aside in deference to the person I’m talking
to. |
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6. I
naturally see patterns in behavior that others don’t see. |
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7. I
recognize and can share trends that result in others being more
effective. |
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8. I
naturally value and prefer to invest in people and relationships rather
than in equipment, tasks or projects. |
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9. I
have a keen awareness for underlying strengths, for what is not said,
and for possibilities that are not yet realized. |
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10. I
have a natural fascination for human interaction and am a student of
human behavior (this might include reading, seminars, etc. and is not
limited to formal education or degrees). |
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It
is important that those aspiring to be a coach have a coach themselves. There
is no other way to fully comprehend the coaching process than to learn first
hand. Through being coached, the structured process is revealed in action, your
own ability to exercise the skills improves and progress toward your goals and
vision is achieved. (5) Determining whether you are ready for a coach can also
be done by using an assessment test. See below. (6)
|
Read each statement. |
Check here if true |
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1. I
feel as though I want to go further and have maxed out my current
resources. |
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2. I am
willing to explore my potential and begin thinking beyond normal to
extraordinary. |
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3. I am
willing to restructure my life, if necessary, to achieve my goals and
dreams. |
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4. I
want to be a visionary, and maintain a high level of accomplishment. |
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5. I am
willing to do something different to operate at the leading edge. |
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6. I am
willing to accept another person's advice, insight, encouragement, and
feedback so that I can advance beyond what I ever dreamed. |
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7. I
feel the need for something new and challenging. |
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8. I
have a challenge with life / work balance. |
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9. I
feel stagnated. |
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10. I
have a lot of good ideas, but am not able to do anything with them. |
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Total number which are true for you right now: |
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Scoring
Grid:
Less than
2 true right now Congrats and keep it up!
3 – 4 true right now, Would benefit working with a coach
5 – 6 true right now, Consider coaching soon
7 – 8 true right now, When can you get started?
9 – 10 true right now, Call 911, then pray for a coach
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