ABSTRACT
This chapter explains why coaches should not work with new or evolving team managers on basic management skills. Coaching engagements, especially if you want to pursue excellence rather than stick to mechanistic methodologies, will often present you with such dilemmas and questions. The short answer to all of them is "it depends". At the same time and with regard to motivating your coachees, especially when things are not so straightforward, the following principles may come in handy: Promote positive reframing by utilising the concepts of Synchronicity and Adversity Activated Development. Construct an environment where praise, appreciation and celebration of small victories become a daily reality. Suggest that your coachee takes accountability for clear and clean information flow: this will diminish paranoia and disengagement, which are major demotivators. Explore values, goals and energy sources, such as securing support from the environment and others. Clarify meaning, direction and vision. Most importantly, lead your coachee by example by displaying the capacity to self-motivate.
