This focus of this paper will be on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate America. We will also discuss various ways to improve performance through commitment, and discuss why some coaching techniques fail to produce the desired results. .
All coaching is a one-to-one conversation that is, in some way, focused on performance and commitment. However, all coaching is not successful. According to Kinlaw (1993), successful coaching is mutual, communicates respect, problem-focused and change-oriented.
.
Introduction.
If one of a manager's primary tasks is to create commitment and focus in employees, then the manager must have a clear idea of what commitment is and what contributes to it. Kinlaw states that the four supports of commitment are clarity about goals and values, employee competencies that allow success, degree of influence that employees have, and the expressed appreciation given to employees or groups for their contributions (p. 10).
Formal and strategic planning has become a common activity in most organizations. Lucas (1994) describes strategic planning as least two things: It clarifies what the organization intends to be and it clarifies what the organization intends to be like. For group members to have commitment to a project the group must have a focus. Values bring clarity if they are genuine. It is not productive for managers to talk about quality and then every time there is a crunch, reinforce the fact that schedules and quotas are the true drivers. Lucas defines commitment as being evidenced in the purposeful, focused behavior of employees who are willing to make sacrifices in order to ensure quality work or success. This focus can be created only if managers develop clarity about their workgroup's purpose and its value (p. 15). Coaching as a one-to-one interaction between managers and employees is a primary strategy for building clarity toward the future.