Why Does a Coach Need Heart? **
by Thomas G. Crane

Bringing Heart to Work

Most managers have been conditioned in traditional Western organizations, in which they have adopted a hierarchical command-and-control mentality. Moving from this traditional mindset into Transformational Coaching requires us to do more than learn a few new management techniques. It requires us to change the way we think. It requires us to discover what we think-about our roles and the outcomes we attempt to achieve with people-and to transform both our thinking and behavior.

Why is it necessary to change at such a deep level? Shouldn't business stay out of the personal arena? Why can't you just learn some new methods and techniques and begin coaching?

The fact is that personal aspects of our lives do not stay out of the business arena. Everyone brings to work the entire array of his or her personality-thoughts, attitudes, behaviors, habits, needs, wants, fears, desires, roles, and conditioning. Transformational Coaching does not bring the personal into work situations. It simply acknowledges that the personal element is a part of work and provides a framework-the heart of the coach-for dealing effectively with the whole human being.

Becoming a Boss

Be honest, now. If you have had authority over others, haven't you found it compelling? Didn't you at times feel powerful and strong? It is easy to see how even well-intentioned managers can enjoy the power trip of being The Boss. Most of us possess at least some of the human shortcomings that make us prey to this mentality:

• Our egos become invested in the roles we play and in the trappings of our authority
• We believe that, because we have paid our dues, it is fair to expect others to do the same
• We fear change and letting go of control • We fear failing in the eyes of the world
• We develop habits of behaving and thinking that reinforce the "correctness" of the "Boss" approach

Add to this list the fact that most of our role models at work are Bosses and that the human system of which we are a part does not accept changes to long-established roles very easily, and there you have it: a Boss in the making.

Beliefs and the Results Cycle

The Results Cycle illustrates the inevitability of this mindset. The key to stopping the cycle is in understanding it. Let's begin with beliefs.

Our beliefs have a great influence over the ways in which we interact with people. What you believe tends to determine how you behave toward others. Your behavior tends to influence the quality of the relationships you have with others, which affects their behavior. This, of course, influences the results you obtain from these people. In turn, the results usually reinforce your belief in the correctness of your beliefs.

For example: If you believe that a manager is supposed to be strict and unbending with the rules, you may be tough and punish those who break the rules. In turn, your direct reports may become guarded and stop taking risks. As a result, your department may do all right, but turn-over may be high and other departments win awards from top management for innovative and creative solutions to business problems. In frustration, you may hold even more tightly to your belief in the need for control and adherence to the rules. This cycle is self-reinforcing and self-perpetuating.

On the other hand, if you believe that collaboration between people leads to better results, you might be open with your thoughts and encourage others to be open in sharing their needs and ideas for solutions. Relationships become more open and trusting; the people you lead are more willing to take risks with presenting ideas, and you get better results.

The easiest place to break the power of the Results Cycle is starting with one's beliefs. Which beliefs support Bossing and which ones support coaching? Here's a short list:

• Bosses believe that their job is to push people or drive them; coaches believe that they are there to lift and support people
• Bosses believe that they should talk at people by telling, directing and lecturing; coaches believe in engaging in dialogue with people by asking, requesting, and listening
• Bosses believe in controlling others through the decisions they make; coaches believe in facilitating others to make decisions and empowering them to implement their own decisions
• Bosses believe they know the answers; coaches believe they must seek the answers
• A Boss triggers insecurity through administering a healthy dose of fear as an effective way to achieve compliance; a coach believes in using purpose to inspire commitment and stimulate creativity
• Bosses believe that their job is to point out errors; coaches believe that their job is to celebrate learning
• A Boss believes in solving problems and making decisions; a coach believes in facilitating others to solve problems and make decisions
• A Boss believes in delegating responsibility; a coach believes in modeling accountability
• Bosses believe in creating structure and procedures for people to follow; coaches believe in creating a vision and promoting flexibility through values as guidelines for behavior
• A Boss believes in doing things right; a coach believes in doing the right things
• Bosses believe their power lies in their knowledge; coaches believe that their power lies in their vulnerability
• A Boss believes in focusing on the bottom line; a coach believes in focusing on the process that creates the bottom-line result

A Summary of Comparative Mindsets

** This article from Tom Crane is  from his recent book, The Heart of Coaching. In this book, he presents a fundamentally new approach to leading others as a "transformational coach".

© 1998 Reid Moomaugh & Associates | Permission is granted to reproduce this document for training and education.  Please give full credit to T. G Crane.  Updated 10/23/01