ABSTRACT
“Meaningful” practices are those which must connect to something deeply valued by the person doing them. These practices might be attributed to an aspect of the person’s success. With this in mind, becoming a skilled manager-coach will require integrating new and different practices over time. This chapter presents ideas to stimulate thinking about what needs to jump start and to build coaching skills. In some contexts, the challenge of beginning to coach others is less a matter of interpersonal trust than it is of regional culture. Among the most common questions is whether to use the developmental coaching model when there is a performance problem. Coaches need to remember that they are exercising their hierarchical power when bringing up the word “performance,” and it should be used with caution. For the manager-coach, there is the great satisfaction of inspiring others while bringing more care and humanity to the workplace.
