First, a mindset of self-development can be facilitated through self-leadership, a requirement to authentically lead a team (Maxwell, 2003). Team members love and admire a coach that can help them go to the next level by empowering them to be successful; however, coaches cannot give what they do not have themselves (Maxwell, 2003). Coaches must first have the ability to lead themselves (e.g., identity, study, experiment, and embrace their own strengths) before leading others. Realizing character strengths influence each other and do not occur in isolation (Niemiec, Rashid, & Spinella, 2012, coaches need to identify their strengths, practice utilizing them, and then help their team discover their own individual strengths. Stander et al.
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Next, I would recommend coaches apply recent strength-based research in their personal and professional lives as this would be an indirect means of self-awareness and evaluation.
Davidson, Moran-Miller, and Beedy (2004) created a self-evaluation checklist for character development for coaches. I have attached this checklist to this discussion as an example of an additional approach to help coaches increase their awareness strength-based approaches and guide their future discussions on the subject.
I would also suggest coaches experience their strengths emotionally (e.g., associate their strengths with positive feelings), build a strength vocabulary (e.g., increase their proficiency strength-based approaches and mindsets), engage life with their strengths (e.g., focus on their sails to move forward using their strengths optimally instead of increased vigilance on future leask), and manage their strength at an optimal level by matching their strengths to specific situations (e.g., find balance without overusing or under utilizing their strengths) (Biswas-Diener, …show more content…
For example, find someone on your team to focus on finding the leaks in the boat while you, the captain, focuses on the sails. Doing so eliminates all potential and possible weaknesses; thereby, giving your team the best chance for flow and optimum performance. John Maxwell, a leading expert on leadership with a plethora of books on leadership, emphasizes to spent 70% on strengths, 20% on building up strengths through new innovations, and 5% on weaknesses. He suggested to delegate that 5% to someone who held your weakness as a strength (Maxwell,
Next, I would recommend coaches apply recent strength-based research in their personal and professional lives as this would be an indirect means of self-awareness and evaluation.
Davidson, Moran-Miller, and Beedy (2004) created a self-evaluation checklist for character development for coaches. I have attached this checklist to this discussion as an example of an additional approach to help coaches increase their awareness strength-based approaches and guide their future discussions on the subject.
I would also suggest coaches experience their strengths emotionally (e.g., associate their strengths with positive feelings), build a strength vocabulary (e.g., increase their proficiency strength-based approaches and mindsets), engage life with their strengths (e.g., focus on their sails to move forward using their strengths optimally instead of increased vigilance on future leask), and manage their strength at an optimal level by matching their strengths to specific situations (e.g., find balance without overusing or under utilizing their strengths) (Biswas-Diener, …show more content…
For example, find someone on your team to focus on finding the leaks in the boat while you, the captain, focuses on the sails. Doing so eliminates all potential and possible weaknesses; thereby, giving your team the best chance for flow and optimum performance. John Maxwell, a leading expert on leadership with a plethora of books on leadership, emphasizes to spent 70% on strengths, 20% on building up strengths through new innovations, and 5% on weaknesses. He suggested to delegate that 5% to someone who held your weakness as a strength (Maxwell,