Preface to the Second Edition
When I wrote the first edition of this book, I was in love—with coaching. Newly certified as a coach by the Coaches Training Institute (now Co-Active Training Institute), I loved the possibilities coaching presented as well as the bold, creative, and active approach to helping people that coaching—and the CTI model of coaching—provided. Coaching, to me, was a natural extension of the work I did as a learning and development professional, as coaching is primarily that—“an interactive process to help individuals and organizations develop more rapidly and produce more satisfying results” (ICF 2016).
For the first edition of this book, I researched numerous coaching models and wrote about my interpretation of them as an ideal. That is, without much context. I focused on “pure coaching”—how to be successful at coaching regardless of where and with whom you would be doing it. For this edition, I have attempted to directly address the environment in which most of your coaching will take place: the workplace. To do that, I have merged what were Steps 1 and 2—both about how to get yourself ready to coach—into one step called “Prepare Yourself.” This allowed me to add a new step at the end of the book: “Prepare Your Organization for Coaching.” I’ve also added pointers throughout the steps related to applying pure coaching in the work world.
In the years since I wrote the first edition, I have held a few jobs, one of which was coaching manager for Weight Watchers North America (back when it was Weight Watchers, not WW). In that capacity, I first articulated my own coaching model that is now reflected in this book.
Finally, when the first book was written 10 years ago, coaching was still an emerging tool in the workplace. A good part of the book focused on how to sell the concept and how to introduce coaching to the world. These days, coaching is a known and desired development activity. Employers of choice help employees focus on their careers and their ongoing development through activities that include coaching as well as stretch assignments, live and virtual training, mentoring, job shadowing, and more. Coaching is a retention tool in a low-unemployment economy. I think this widespread understanding and acceptance of coaching, and the new technologies that can support coaching models, make the work of a coach even more enjoyable and allows us to push the limits of what we can do as coaches even farther.
I hope this update preserves the joy and excitement of pure coaching within the world of work. As with the first edition, the skills described in this book can be more broadly applied. Using these skills will help you not only in the workplace, but with your friends, family, and in other settings as well.
I am still enamored of coaching and all that successful coaching can elicit. I just happen to be farther along on my coaching journey. 10 Steps to Successful Coaching, second edition summarizes what I’ve learned along the way, and it offers a meaningful process for embracing your existing coaching skills and interjecting more of them into your current work style and environment. Coaching uses the strengths you already have as a leader, colleague, or employee to bring out the strengths of others. As such, it’s not about scrapping who you are to become someone else. It’s just about connecting with others in a new way. It’s about adding new exercises, processes, and questions to the work you do to produce results that are more rewarding and exciting.
My goal for the book is to help you become happier in your role as manager, employee, friend, partner, or parent by becoming more coach-like in your daily interactions.
I’ve experienced this process as both client and coach, and I’ve seen the transformations it can produce, so I’m excited for you in what you’re about to undertake.