What is a coach? What is development? Let’s explore what it looks like to be a Development Coach at whatever level of leadership you find yourself in. To be an excellent leader it requires being a coach. It re­quires being agile enough to adapt to individual people and situations. A great leader is curious and sets themselves up for success. That is what a Development Coach delivers. We will look at four competencies. What skilled and unskilled looks like, as well as how overusing a skill can result in weakening the impact. We will look at how a coach leads their team. We will look at how leaders take responsibility and inspire their people.

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Frequently Asked Questions

5. Mentoring and coaching up
down and sideways

6. coach:
kōch

7. A large, usually closed, four-wheeled horse-
drawn carriage having doors in the sides and
an elevated seat in front for the driver*
A “coach” is, literally translated,
one who carries someone to a
destination.
A wagon
*Merriam-Webster Dictionary

8. de·vel·op·men
t
(di-ˈve-ləp-mənt)
the act or process of growing or causing something to grow or
become larger or more advanced*
A tract of land that has been made available or usable*
*Merriam-Webster Dictionary

9. Getting
Maximum
Value

11. Perspective

17. As a Development Coach
you have the ability to build
something great.

18. Care
Observe
Act
Communicate
Help

19. Care

20. Observe

21. Act

22. Communicate

23. Help

24. Consistently builds trust and
rapport throughout the learning
journey
Instills
Trust
Is seen as direct and truthful
Honors commitments and
keeps confidences
Skilled

25. Instills
Trust
Lacks consistent follow through on
commitments
Misrepresents facts for
personal gain
Betrays confidences and covers
up mistakes
Less skilled

26. Instills
Trust
May push openness to and honesty
to the point of being disruptive
May come across as overly
judgmental of those not quite as
overtly authentic
Overused skill

27. Attentively listens and
articulates concepts in a way
that is broadly understood
Communicates Effectively
Actively listens and checks
for understanding
Makes expectations
clear
Skilled

28. Tends to always communicate
without adjusting to address a
specific audience
Communicates Effectively
Does not take time to listen
or understand what others
believe
Does not consistently share
important information
Less skilled

29. May over-inform, giving out
information that is not relevant
Communicates Effectively
May try to win with style and
communication skills over fact
and substance
May invest too much time
crafting communication
Overused skill

30. Create positive and motivating
work environment
Drives Engagement
Structure work to align with
people’s motivators
Makes people feel their
contributions are visible and
valued
Skilled

31. Has little insight into what
motivates others
Drives Engagement
Does little to create enthusiasm
Does not give people enough
flexibility and autonomy to do
their work
Less skilled

32. May accommodate others’ motivators
at the expense of getting needed
work done
Drives Engagement
May empower beyond people’s
capacity
May avoid giving constructive
feedback if it could negatively
impact engagement
Overused skill

33. Build skill and capability
Develops Talent
Play an active role in developing skill
Aligns employee career development
goals with organizational objectives
Skilled

34. Does not make use of available
resources to develop
Develops Talent
Is a check-the-box developer; goes
with the easiest option to fulfill talent
development obligations
Does not take time to work on
development of others
Less skilled

35. Concentrates on the development of
a few at the expense of many
Develops Talent
Overestimates people’s capacity for
growth
May be too quick to adopt faddish
development approaches
Overused skill

36. Instills Trust
Communicates Effectively
Drives Engagement
Develops Talent

37. enhance the journey
address concerns and challenges
learn how to lead

38. lead with questions
lead with taking responsibility
lead with answering the “why”
lead with enthusiasm
Leading without authority

39. Leading with questions
Lead along side of them

40. Leading by taking responsibility
Lead with bravery

41. Leading with answering the “why”
Lead with purpose

42. Leading with enthusiasm
Have fun and let it show

43. Significant Impact
Improve Performance
Leave a Lasting Impression

47. ReferencesKotrla, Krista, How to lead without authority: 4 easy strategies; Dec 3, 2013
http://www.kristakotrla.com/how-to-lead-without-authority-4-easy-strategies/
Lombardo, Michael M.; Eichinger, Robert W., FYI: for your improvement: a guide for development and coaching, 6th ed.;
[Minneapolis, MN] Lominger International, c2014
Cockerell, Lee; Creating the Magic; DOUBLEDAY Publishing, c2008

48. tford@bankofthepacific.com
Tracy Ford
linkedin.com/in/tracywford
1 360 268 3949

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