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Competencies of a Coaching Leader

a book review by Jon E.

Just finishing up reading a coaching book titled “Becoming a Coaching Leader: The Proven Strategy for Building Your Own Team of Champions”. The author, Daniel Harkavy, is a believer but has focused much of his efforts in the business world. Perhaps his most famous coaching client is Patrick Lencioni (author of many books including “5 Dysfunctions of a Team”). Harkavy’s website is .

The book is a good read and I thought helped round out the training I had at CRM. One section in particular I think would be helpful for our discussion on Coaching Criteria. He lists 8 different competencies of a coaching leader. Although different than criteria the competencies give us a good picture of what a good coach does in addition to who he is or how he is qualified. Different but related nonetheless.
I have listed them here below as well as a brief summary description:

  1. Discernment. “Discernment enables a coach to ask effective questions, unearthing roadblocks, fears, and doubts that keep a team member from reaching his or her goals” (p. 39). This area gets into trust and confidentiality as well.
  2. Conviction-Driven. “The more clarity you bring to your convictions, the easier you will find both living and leading. Leaders with clear convictions find it easier to make decisions. Convictions increase confidence and improve decision-making ability” (p. 43). Harkavy interchanges the word conviction for values or core values.
  3. Accountability. “Accountability means that a coach continually encourages and follows up with team members so that they gain the highest probability of accomplishing what they set out to do” (p. 45).
  4. Uses Systems Effectively. “The more people I coach, the more lives I have to track: projects to be aware of, skills that need to improve, and habits that need to be changed. I simply don’t have the ability to lock all of those commitments and desired changes and details into my mind. And yet a great coach has a high degree of intimacy with each teammate. So what’s the answer? An effective use of systems.” (p. 45). Could be a simple as a good manila file folder system or as complicated as a computer tracking software program.
  5. Communication. “Without a doubt, effective questioning is a core component of effective communication. But so is listening! Having the ability to listen, to question, to envision where the teammate wants or needs to go, and then to communicate that in a linear way – clear, concise, bullet-by-bullet – will enable a coach to get more effective in helping the teammate see what changes may be necessary to break through the challenge or seize the opportunity” (p. 46).
  6. Self-Discipline. “Great coaching leaders know that self-discipline is about consistency in every aspect of life” (p. 47).
  7. Vision-Oriented. “First, a great coach has the ability to see what a team member can become – often long before the team member does . . . Second, a coach has the ability to help teammates see that vision” (p. 48).
  8. Leadership. “Great coaches are leaders” (p. 48).
competencies_of_coaching_leader.txt · Last modified: 2019/03/30 14:13 by admin

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