Coaching; The Language Of Recognition
Message delivered directly to members of the group:
Please consider this free-reprint article written by:
IMPORTANT - Publication/Reprint Terms
- You have permission to publish this article electronically in
free-only publications such as a website or an ezine as long as
the bylines are included.
- You are not allowed to use this article for commercial
purposes. The article should only be reprinted in a publicly
accessible website and not in a members-only commercial site.
- You are not allowed to post/reprint this article in any
sites/publications that contains or supports hate, violence,
porn and warez or any indecent and illegal sites/publications.
- You are not allowed to use this article in UCE (Unsolicited
Commercial Email) or SPAM. This article MUST be distributed in
an opt-in email list only.
- If you distribute this article in an ezine or newsletter, we
ask that you send a copy of the newsletter or ezine that
contains the article to chrish[at]infotec.com.au (replace [at]
- If you post this article in a website/forum/blog, ALL links
MUST be set to hyperlinks and we ask that you send a copy of
the URL where the article is posted to chrish[at]infotec.com.au
(replace [at] with @)
- We request that you ask permission from the author if you
want to publish this article in print.
The role of iSnare.com is only to distribute this article as
part of its Article Distribution feature (
http://www.isnare.com/distribution.php ). iSnare.com does NOT
own this article, please respect the author's copyright and
this publication/reprint terms. If you do not agree to any of
these terms, please do not reprint or publish this article.
Article Title: Coaching; The Language Of Recognition
Author: Chris Herrmann
Word Count: 514
Article URL: http://www.isnare.com/?aid=55774&ca=Business
Author's Email Address: chrish[at]infotec.com.au (replace [at]
Easy Publish Tool: http://www.isnare.com/html.php?aid=55774
================== ARTICLE START ==================
As she rushed through the office, Kacy Dillon, the divisional
Director stopped briefly by Ian Brechin's desk, gave him the
"thumbs-up" sign and said "Great job, Brechin, you did well!"
She then sped off in the direction of her next meeting leaving
Ian a little bemused. He was struggling with this new computer
system and had just crashed it for the third time this morning.
Was she being sarcastic or was she referring to the major deal
he had just closed with what was to be the company's largest
client. Hopefully the latter!
From time to time you can see examples where managers act as
spectators. Their behavior; the words they use and their body
language would not be out of place at a soccer or baseball
match. They would be sitting in the stands chewing on a hot
dog, swigging a beer and shouting criticism at the players
(their staff) on the field. There is very little connection
between the manager and the staff other than they happen to be
sitting in the same building.
This image is used to highlight the profound difference between
the 'manager as coach' and the 'manager as spectator'. A coach
works individually with each of the players, helping them to
overcome setbacks and obstacles to progress. They understand
how their players respond to different types of motivation and
how their family life and health affect their performance.
Most of all coaching is carried out on a very frequent basis.
You don't wait for the big match to give your advice to the
team in the way that the 'manager as spectator' does. You work
really closely with everyone in the team to understand the
strengths and weaknesses of your defense and your strikers
before they have to be tested under pressure.
The Language of Coaching
Spectator language is full of demands; "Do this, do that, do
the next thing." There is no time or space for discussion,
experimentation and, god forbid, failure. Spectator managers
need results and they need them now.
The language of a coach is significantly different. First of
all the coach is an integral part of the team; more often found
on the field than in their fur-lined office. Team language tends
to contain the word "We" and you will hear a softer tone to the
questions "How can we improve this? How can we make that happen
faster, more accurately or more consistently?" It is a
relationship of trust between two adults rather than a critical
parent talking down to a child.
Ian Brechin's co-worker, Joanna Collins came to his assistance
with the new computer system. "I've found some work-arounds
that avoid crashing the system, let me show you." Then, almost
as an afterthought she added "I hope you realize how proud we
all are that you closed the Grossman deal, you'll need to share
some of your trade secrets with the rest of us." Ian smiled,
wondering why Joanna's piece of recognition seemed more
valuable than Kacy Dillon's.
About The Author: Published by http://www.BoomerangAwards.com
Empowering business using technology and an ancient primeval
technique to create a new employee recognition and reward
program. Obtain your FREE report "20 Tips To Running Successful
Recognition And Reward Systems" at
Please use the HTML version of this article at:
================== ARTICLE END ==================
For more free-reprint articles by Chris Herrmann please visit: