to Be a Great Coach
When I started a three-year commitment with six pastors
who were transitioning to cell
church strategy, I figured they had hired me as a consultantóeven though
coaching language was used. I soon realized, however, that my consultant
paradigm wasnít sufficient.
Thinking I was primarily a consultant, I wrote an in-depth analysis of
each church and then offered precise counsel.
I assumed that after giving my counsel, my primary task was to make sure
these pastors fulfilled it.
You can imagine how quickly these pastors tired of my dronings. When one
pastor left and another two made their dissatisfaction crystal clear, I realized
my consultant model had to change.
in his sovereignty placed a key person in my lifeóJeff Lodgson-- to instruct
me in coaching concepts. Lodgson served me as a resource person, putting me into
contact with excellent coaching material. I devoured these materials like a
sponge, as truth touched my needy, desperate heart. As I listened to tapes, read
books, and received Lodgsonís counsel, a whole new world opened up to me.
I believe in consulting, especially
when time is limited and outside expertise is needed. Yet, I also see two
Danger #1: Creating dependency. The leader is forced to depend on the
expert and often can never breakaway from that dependency.
#2: Information overload that doesnít practically work in the long run.
Information/knowledge is necessary to successfully transition a church to
cell-based ministry. Itís equally important for a leader to successfully lead
and multiply the cell group.
The major obstacle, however, is practically applying the information over the long haul. Itís easy to say, ďI got itĒ after a seminar or a sudden burst of enthusiasm, but itís a lot harder to apply that knowledge in day to day ministry.
A great coach, on the other hand, listens and encourages the leader to become successful over the long haul. A great coach comes alongside the leader in order to fulfill the leaderís agenda, knowing that ministry is a process rather than a one-time event. The coach equips the leader with tools, knowledge, and opportunities to become more effective.
How to Coach
Many people say to me, ďJoel, Iíve heard you talk about the coaching structure (e.g., G12.3, Jethro, etc.), but I donít know how to coach. What should I actually do when Iím coaching?Ē I recommend the following sequence:
I tell people to follow the above
order when coaching leaders. Iím
convinced, in fact, that the above
order is the best coaching formula. Youíll notice this list is specific enough
to give coaches clear direction, yet general
enough to grant flexibility. [i]
Some have likened coaching to conducting an orchestra--sometimes you work one-on-one, other times you direct the person from afar, and on some occasions you cut people loose so they can develop in areas completely outside your scope.
There are a variety of ways to deliver coaching. I prefer a mixture of one-on-one and group coaching. If you follow the principles of coaching (e.g., listening, celebrating, caring, etc.), you can coach by telephone, in person, in a group situation or through the Internet. The principles are the same, although the exact circumstances will vary.
My two previous books, Groups of Twelve (Touch Publication, 1999) and From Twelve to Three (Touch Publication, 2002) explain the practical coaching details, such as structure, material, etc.
My new book on coaching (due out in March 2003 from Touch Publications) will unpack the above coaching order (principles) in a very practical way. Although the book will be directed to helping cell leaders (and future cell leaders) coach more effectively, anyone will be able to apply the principles and become a more effective coach.
The above components are not original to me. I first heard them on a tape
series called Empowering Leaders through Coaching by given by Steven
L. Ogne and Thomas P. Nebel (ChurchSmart Resources, 1995). Iím aware that
there are other, more recent coaching sequences (e.g., the 5Rs),
but I hold fast to listen, celebrate, care, develop, strategize,
challenge because I think this order is clear, effective, and feasible.