The best coaches have a unique way of knowing just what to say, what to ask, and when to shut up. They create a culture of trust in which you can say whatever’s on your mind and they can challenge you in a way that is often unfamiliar in almost any other relationship. By the end of a coaching session, you’ve dealt with the chip on your shoulder, the monkey on your back and…you have a plan. You’re ready to be productive, accountable, and focused.

While your coworkers might not have the benefit of a success coach, you can use what you’re learning from your coach to inspire action, efficiency, and a character-based culture.

1. Ask; don’t simply agree: In friendships and family relationships we are programmed to agree more than question. We enjoy what I like to call “me too” moments. “Me too” moments occur when someone says something like, “I’ve been struggling to finish my work today” and we say “Really? Me too!” In personal relationships this occurrence can help to create a connection, however, in a work environment, “me too” moments can stop progress. Instead of getting sucked in to this kind of exchange, ask your coworker some targeted questions that might help to move her along. For example: “What would make it a little bit easier?” “How can you complete what you need to get done?” or “Is there anyone who can help you with any of it?” You can still be compassionate and friendly while being helpful and solution-oriented.
2. Encourage accountability in yourself and others: In coaching, we love accountability. Crossing things off our lists gives us a high. At work, deadlines are missed and we may not even know it. So how can we get others to be accountable? Ask them the three questions that move people forward: (1) What are you going to do; (2) By when are you going to do it; and (3) How will I (we) know? Use a master list for teams that circulates between members so that everyone remains on the same page. Public declarations of one’s “to do list” cuts down dramatically on slacking at the office. See a sample sheet at http://www.winnersmoment.com.
3. Acknowledge people’s strengths: People are so focused on tearing others down and finding faults that praising others can seem childish, unnecessary, or strange. But everyone likes to be acknowledged for their strengths no matter what age or level they are in business. We have to become good at this skill. While some leaders are apt to say “good job” to their direct reports, a general and overused comment like this can fall on deaf ears. Comments should be specific, targeted, and true. For example, say, “You are always on time and ready to participate. I always know you’re going to have great ideas that are effective and well thought out. Way to go today.” These comments will translate into repeat behaviors and appreciative, productive coworkers.
4. Articulate what you heard: While I teach entrepreneurs and organizations several different levels of articulation, this first level, while basic, is one of the most important. When you articulate what you’ve heard you can save yourself and the company countless wasted hours, energy, and frustration. So many resources are lost when we act before we make sure that we heard our coworker correctly. What exactly needs to get done? Which part has s/he promised to complete and by when? Miscommunication leads to missed deadlines and dissatisfaction. Head it off at the start by repeating or paraphrasing the gist of the conversation so that everyone is on the same page. Ten extra seconds can save you hours.
5. Model the behavior you want to see: The best and most well-trained coach can’t help her clients become accountable, focused, energized, and productive if she, herself, is late, scattered, bored, or obstructive. In the same way, you’re an example to others in your workplace including your coworkers, direct reports, and even, your boss. Whether you’re given the title of a leader or not, you must act like one in order to stay on the path towards success. Be on time, trustworthy, accountable, and energetic if you expect others to be the same. Others will model their behavior after what they see you do-- not what you say they should do.

Initially, you will find that you need to be conscious of using these skills in your daily interactions if they’re going to become habit-forming. Ultimately, my own clients have found that coaching helps to increase their productivity and effectiveness in two capacities; as a client who works to achieve his personal best and as a leader who inspires the best in others. Success, therefore, become inevitable.