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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
more about themselves and their potential for greater leadership positions.
Mentorship does have mutual rewards.
ACTION COACHING MODEL
Coaching should be an integral part of a leader’s job. It is not something that
should be undertaken lightly. It requires preparation, critical thinking, and fol-
low-through (see Figure 10-2). Leaders also need something more—a healthy
dose of emotional intelligence, e.g., the ability to understand someone else
and your relationship to that individual.
Plan ahead. Identify the individual you wish to coach. Schedule a time
to meet. Allow at least 30 minutes, and preferably 1 hour. Look at the
work the individual has been doing. Ask coworkers about the individ-
ual. Look for problem areas. Keep in mind that you are looking for
areas of weakness, not to punish the individual for them, but rather to
strengthen her or him. That’s what coaching is all about.
Uncover the motivational tick factor. Think about what motivates this

individual. Is it an opportunity to be promoted? Is it more money? Is it
the quest for a better life for her- or himself and her or his family? Does
this individual value time off in lieu of overtime pay? Discovering the
motivational tick factor opens the door for understanding.

Give feedback. Open with small talk. If you know the individual well,
you will know his or her likes and dislikes. Some of us like to talk

FIGURE 10-2 Action Coaching Model

Action Coaching Uncover Motivator
Plan Ahead

Give Feedback
Get Commitment

Follow Up