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    The Perfect Coach
    The Perfect Coach
    The Perfect Coach
    Ebook109 pages1 hour

    The Perfect Coach

    By Nigel MacLennan

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    About this ebook

    Coaching Skills: What does it take to become a great or even perfect coach?

    The No 1 best-selling author of ‘Coaching and Mentoring,’ Prof Nigel MacLennan has made the techniques of coaching easily, quickly and learned for a very low, no-brainer, investment.

    "Here are the simple truths of how to develop people, children... The skills are what every manager and parent should have as the absolute basics. I’ve applied these skills at home and in business and they work." Eugine Brazil, Managing Director, Reality

    “I thought ‘The Perfect Coach’ was fantastic, on each of the 3 times I read it.”
    Cymon Giles, Senior Sales Manager, St Gobain Group

    “I took it home with me and prepared myself for the experience of ploughing through the typical management instructional ‘tome’. However, I found myself being drawn into the story, with its two characters as they explore what coaching means. The narrative is deceptively simple and there’s just enough of a storyline for you get to like the characters and to be hooked. On my way back to work the next morning, I was surprised how the main principles of coaching came easily to mind, thanks to MacLennan’s ability to bring managerial skills to life in such a easily-digestible way.”
    Richard Neale, General Manager. National Trust

    "The Perfect Coach provides a good insight into coaching, and coaching is an increasingly necessary skill for managers." Graham Jackson, Managing Director

    "Essential for anyone seeking success..." Alex Krywald, Managing Director, Celebrity Speakers Ltd

    "To improve yourself and those around you, you must use ‘The Perfect Coach.’" Resham Gill, Learning and Skills Council

    "‘The Perfect Coach’ offers the most practical and simple guide for understanding what coaching is as well as how powerful it can be when used effectively. Nothing was missed. Getting involved in the story you are almost subliminally learning. Any company that has a learning resource should keep a few copies on hand and it would be effective for any person who holds a management post." Rob Brown, Head of Management Development, Iceland Foods Plc

    "It was an engaging story line. It shows how powerful coaching can be. It has helped me to understand that with the right skills anyone can be a coach." Geoff Hughes, Group HR Manager - Development and Change, Costain Group Plc

    "...holds you interest whilst teaching effective methods to change lifelong bad habits and substitute them for powerful tools that can transform careers... Highly recommended!" Bob Scott, Managing Director, Change Your Life Ltd.

    Whether you are a parent, manager, teacher, leader, trainer, counsellor or friend, improving your ability to bring out the best in others pays, in all sorts of ways. Read 'The Perfect Coach.'

    LanguageEnglish
    PublisherNigel MacLennan
    Release dateNov 28, 2013
    ISBN9780954365882
    The Perfect Coach

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      Book preview

      The Perfect Coach - Nigel MacLennan

      Chapter 1

      Shattered dream

      You’re doing a great job. You always deliver. But, you’re not equipped for the next level. The CEO paused; he didn’t want to sound harsh with what had to come next.

      Chuck, the reality is that I cannot promote you to the Board with the skills base that you have. Although you deliver results, you cause too many problems with people. As a Director you have to be able to solve more people problems than you cause. Your political skills are just not up to scratch, you upset too many people. He paused again, conscious that this must be couched in positive language. "When we have seen at least one year of results and great people handling you could be considered for promotion, but not now."

      Chuck was seeing the dream he had worked so hard to realise for so long being put further out of his reach yet again. His stomach was churning, he felt weak. His morale was slipping lower with each word the CEO spoke.

      The CEO could see in Chuck’s eyes the disappointment he felt. Chuck was not someone he could afford to lose, neither was he someone he could allow to stay in the company as he was, and he certainly could not be promoted; Chuck would do too much damage. Other people would be lost to the company. A means to keep Chuck and remedy his problems had to be found.

      The CEO presented his solution: I know this is a disappointment to you. Please, be sure that I want to help you overcome this problem. We are prepared to allocate resources to help you overcome this barrier. You can have your entire year’s training in one go to solve this problem. I have already put aside the amount required. Make an appointment to see the HR Director, I will ask her to find you a coach. You have great prospects at this company once you can overcome this barrier.

      Chuck replied: "I really don’t think she has anything to offer. She’s a commercial lightweight. She doesn’t get results. I do. And as for coaching! Why would I want to waste a second with someone who can talk a good game, but has never played? The last batch of coaches she got in were straw-weight wimps who could speak only in psychobabble. You know as well as I do how little they achieved. I could have achieved a lot for you with that money. You hired me to get results and I deliver. Always." Chuck was starting to get angry at the solution that had been offered. He found anger preferable to disappointment.

      "I hired you to get results, not to be a bully."

      Chuck looked straight into the CEO’s eyes. It suited you before. You’ve known for years that I’m tough. That’s why you hired me!

      The CEO was exasperated: Chuck, get help. Improve the way you handle people. I can’t stand back and watch you bully good people. The lawyers say you’re a ticking bomb. Please change the way you get results, or consider your position.

      Chuck, equally exasperated: "I have to consider my position."

      The CEO had to be even firmer: Chuck, if you continue the way you are, I will have to decide whether to fire you or face heavy legal action. You know I don’t want to do this, but I’m in the position now where I have to tell you to change or consider your position.

      OK, I will. If this company doesn’t promote people who get great results, I’ll have to think about moving to one that does. Chuck was now directing his anger right at the CEO. You’re telling me that packaging is more important than product.

      Chief Executive Officer’s diplomacy was called for here: You already have a fantastic product, Chuck, you deliver, always! If you can get the packaging right as well, you’re a contender for my job within a few years. Would you agree that a brilliant product in brilliant packaging is the most powerful combination?

      Chuck replied: "No, you seem to value the brilliant packaging of the HR Director even though she rarely, if ever, delivers for you. You seem to value that more highly than you value my consistently high standards of delivery. I will consider my position. I’ve spent my whole career delivering results and now you’re telling me to become the kind of butt-licking,

      slime-ball you know I hate. I’ll let you know by the end of the month." With that Chuck got up and left.

      The CEO knew there was little point in saying anything to Chuck in his current state. Nonetheless he called the HR Director to brief her on Chuck’s needs concluding with: He probably won’t contact you, so give him a day or so to cool down and then call him to arrange a meeting.

      While agreeing to the CEO’s request the HR Director was not looking forward to the call, she knew how much contempt Chuck had for the non-delivery and support functions in the business. She wondered to herself after the call: Are all production and operations leaders like Chuck?

      Chuck burst in to his office suite, walked straight past his personal assistant and slammed the door to his office behind him. He sat at his desk and looked at his daily objectives list. He started trying to address the next objective on the sheet, but his mind was still too angry. Chuck was a man of passion, but he was also educated to Masters degree level and knew that he would need to calm down if he was to think clearly about this situation.

      I’ll go for lunch, he thought. I need to be on my own. With that he picked up the phone and asked his PA to rearrange his lunchtime meeting concluding with: I have to address a big problem, I’ll be back in a few hours.

      On his way out of the office he handed his PA his mobile phone and said: Can you take care of all calls that come through on this. It clearly was not a request.

      As Chuck headed for his car his anger built to the point that he knew he would be a danger to everyone including himself if he drove. He decided to walk. Initially he had thoughts of an early lunch, but his anger was growing. He couldn’t go to his usual place for lunch. The people there knew him and would be sure to ask him what was wrong. He decided to think through the

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