Coaching

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	Coaching “Coaching” is a term that has become common in recent years. While it’s used often, people have differing understandings as to just what it means. Often, it’s thought of as what managers do to get the best out of their people. While it can certainly include that, we’ll look here and in a follow-on section of the article at how coaching can be used in career development here at NASA. Topics covered include: --coaching…what it is --who can give it --how it relates to career management --how to give coaching --how to use it well Coaching…what it is “Coaching” can be defined as “a developmental strategy that enables people to meet their goals for improved performance, growth or career enhancement.” This definition differs from the model some of us bring from athletics: an authority figure telling people what to do differently. In our definition, the focus is on the “coachee” rather than the coach. The assumption is that the coachee has a goal that the coach helps him or her to meet. The relationship involves two-way dialogue rather than one-way telling. Also, the focus is positive and objective, on particular improvements that the coachee wants, rather than on deficiencies and personality factors. Coaching…who gives it The definition also involves a change in thinking about who can give coaching. While much coaching can be given by a manager, more and more we’re seeing that coaching can be a part of less formal situations. All that’s required is that the coach have the willingness, the insight, the skills and the perspective that will allow providing useful insight. Coaching nowadays can be very fluid. In our dynamic, project-driven environment here at NASA, project managers can be excellent sources of coaching, as can team members and other colleagues. Mentors of any type can often act as coaches. Anyone with the ability and desire to help you develop can be a coach. And you can be a coach to many people. Coaching and career development Most often we think of coaching as focused on job performance, and on getting people to do things better. This is a part of coaching, but the process of coaching people around their career choices and growth also involves coaching. Three areas of career management are especially likely to involve coaching. In exploration of alternatives, people look around and try out new possibilities for the next stage of their careers. Often, coaching can help here by providing coaches with a person who can help debrief impressions, sort through options, and provide answers to the questions that arise from exploration. Exploration can lead to setting developmental goals, which often involve trying out new behaviors. For instance, a technically oriented person may start taking on managerial and coordination activities as part of a developmental goal around moving into management. Input and perspective from a coach can be invaluable in making the most out of the learning experiences these activities will involve. In pursuing career development, special developmental assignments may be involved. For instance volunteering for special teams and committees (i.e., Source Evaluation Boards, Career Development Forums, Diversity Task Force, Special Projects, etc.). Often, these assignments involve stretching by taking on new behaviors in novel and uncertain situations. Working through the insights and lessons of these assignments can be made much easier by spending time with a coach.

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Last Modified 03/22/2012