Monday, 27 July 2015


Nice one Dan Rockwell.

The challenge of coaching teammates is technical skill. You know how to do their job the “right” way, if you’ve been promoted up the ranks. Or, at least you think you know! 

Don’t explore options when there is only one. It’s disingenuous, manipulative, and humiliating.
don't be a know it all because you know one answer.png
If there truly is only one way to accomplish the goal, then teach, don’t coach. Tell, show,  give room to practice, and evaluate.

If you know “a” way:

What if you know “a” way to get the job done, but want them to explore their options?
Tell them you’ve done the job and you know a way to get it done. Ask permission to explore options that make sense for them.
“Would it be ok if we explore ways to accomplish this goal in ways that make sense to you? What works for me, may not work best for you.”
Don’t be a know-it-all because you know one answer.

Coach after you give advice:

If coachees want your advice, and you are inclined to give it, coach after they’ve tried your methods.
“Go ahead and try it this way. Let’s talk about the things that worked and didn’t work for you at our next meeting. Perhaps we’ll find new ways to get the job done that suit your strengths.”


  1. My way is the right way.
  2. “I didn’t think your way would work, but I wanted you to learn a lesson.”
  3. Coaching as coercion or manipulation.
  4. Pretending you don’t know, when you know.
  5. Savior-coach attitudes.

Coaching teammates:

  1. Ask at least two questions before making statements.
  2. Provide space for progress, if time allows.
  3. Pursue solutions that work for others, not you.
  4. Give advice reluctantly.
  5. Honor their strengths and celebrate progress.
Bonus: Ask, “What’s next?”
How might internal coaches answer the challenges of coaching teammates and direct reports?

Thursday, 23 July 2015

How to identify "Character" in potential leaders

Character is still important and still prominent in the biblical passages on leadership. But how do you spot “Character” in potential future leaders?  

Dan Rockwell helps us to identify character in leaders before we pick them and give them responsibilities. Originally posted by Dan Rockwell

You dare stand with men and women of character. But, protect yourself from leaders who love position, rely on authority, and need admiration.

Character invites respect and loyalty.

Five ways to spot leaders with character:

1.     Under authority.
o    Fully embrace organizational values.
o    Speak well of those in authority.
o    Supportive of board decisions.
o    Publicly stand with decision where there was private disagreement.

2.     Able to press through resistance.
o    Tenacious when it comes to excellence.
o    Willing to suffer for principle without retaliation.
o    Serving others when it would be easier to serve self.
o    Prepared to disadvantage self for a higher cause.

3.     Open to correction.
o    Willing to acknowledge wrong.
o    Passionate about improvement.
o    Open with ideas they’re learning.

4.     Passionate about next steps.
o    Haven’t arrived.
o    Not self-sufficient.
o    Provide second chances.
o    Trust others who have expertise.

5.     Emotionally steady.
o    No tantrums.
o    Openness to suggestion.
o    Curious regarding disagreement.

A leader with character believes success is about others.

What do you look for in leaders with character?

Monday, 20 July 2015


A great post by Dan Rockwell

Don’t come around – after the job is done – with your pearls of wisdom! If you know the best way to do it, either do it yourself, or explain how you want it done – before it’s done.
leverage the strength of others before you begin not after
“You could have…,” demotivates.

Bosses want:

  1. Initiative. Go do your best. Don’t keep asking questions. Tweaking at the end allows initiative.
  2. Learning. It’s OK to stumble along, as  long as you’re learning. They don’t want to explain everything.
  3. Improvement. Performance was acceptable this time. They want improvement next time.
We could always improve. But, why bother doing your best, when your best is never good enough?

Suggestions before:

Successful leaders own their performance.
One of my colleagues is better than me at support and compassion, another is better at planning. I need their voice in my performance. But, I don’t enjoy their tweaks after the fact, even though I benefit from them.
Leverage the strengths of others before you execute, not after.
I go to my compassionate colleague to gain his “tweaks” before I have tough conversations. When appropriate, I invite him to join.
I go to my checklist colleague to gain his “tweaks” before I execute a plan. I explain the goal and solicit his suggestions.
  1. Explain goals.
  2. Lay out plans.
  3. Ask for suggestions.
Seek input before, not after. Don’t wait for your tweak-boss to come to you with improvements on past performance.

Proactive incompetence:

Tap the strengths of others before you begin, not after.
Don’t flaunt your weaknesses; leverage the strengths of others.
  1. Prepare thoroughly.
  2. Don’t expect others to do your work for you.
  3. Lay out your goal and plan. Seek input.
  4. Integrate their suggestions, when they make sense to you.
  5. Proactively seek feedback after projects are completed. Maintain control of your performance.
How might leaders tap the strengths of teammates before projects begin?
What prevents leaders from exercising proactive incompetence?