Different People Types The Underachiever often feels powerless to take action or influence events. In the past, they may have experienced punishment for mistakes, or feel lacking in resources or authority. They are often the organisation’s greatest challenge, because it’s not their problem alone. As a coach, you should adopt a coaching style of Direction/ Teaching.
Direct Directing/Teaching Coaches define the roles and tasks of the employee, and supervise them closely. Decisions are made by the coaches and announced. Communication is largely one one-way.
In this style the coach defines the roles and tasks of reports, and supervises them closely. Decisions are made by the coach and announced, so communication is largely one way. The Coasters are often quite capable people who have tried to be Stars in the past, without success. The Coaster has lots of energy, they are always busy doing things and are skilled and able to do things, but unfortunately the things they do, and how they do them are often at odds with what the organisation is trying to achieve. They are likely to be discouraged by having seen previous attempts at change come and go, with little result. They can become Stars very quickly if you adopt a coaching style of Excite/’Show’. In this style, coach’s show them that they have an opportunity to be involved early and positively influence change. Coaches must respect the knowledge of The Coaster, discuss reasons, encourages ownership and the passing of day-to-day decisions to them. The coach facilitates and takes part in decisions but encourages passing control to reports.
Excite/’Show’ Coaches still define roles and tasks, but seeks ideas and suggestions from the employee. Decisions remain the coach’s prerogative, but communica communication is much more two-way. two
The Striver will often say all of the right things in meetings, agreeing wholeheartedly with the Vision and Goals, and being keen to get involved. They “talk the talk”, but there is little action to support their good words, often because they do not have the skill or ability to perform.
Mentoring/Guide Coaches pass day-to-day day decisions, such as task allocation and processes to the employee. The coach facilitates and takes part in decisions, but control is with the employee.
They can often be encouraged by demonstrations that they will be supported in attempts to make change, and that initial mistakes will not be punished. As a coach you should adopt a coaching style of Mentoring/Guide. In this style, the coach still defines the roles and tasks, but seeks ideas, energy and suggestions from reports. Decisions remain the coach’s prerogative, but communication is more two-way and the aim is to support reports in identifying how to apply their energy in a practical way.
The Stars holds a realistic and generally positive attitude about the organisation. They are fully supportive of what the organisation is trying to achieve and their actions are fully aligned behind business goals. They feel they can, through their energy, effort and ability, make things better and are willing to go the extra mile to do so. These are the people organisations refer to when they say, “People are our greatest asset.” With Star Performers, you should adopt a coaching style of Stretching/ Facilitating. In this style coaches are still involved in decisions and problem solving but control is with the report. The Stars decides when and how the coach will be involved.
Stretching/Facilitating Coaches are still involved in decisions and problemproblem solving, but control co is with the employee. The employee decides when and how the leader will be involved. The coach should identify relevant ‘stretch’ and meaningful development opportunities for the Stars.