Different People Types

Different People Types

The Underachiever often feels powerless

to take action or influence events. In the

past, they may have experienced

punishment for mistakes, or feel lacking in

resources or authority.

They are often the organisation’s greatest

challenge, because it’s not their problem

alone. As a coach, you should adopt a

coaching style of Direction/ Teaching.

In this style the coach defines the roles

and tasks of reports, and supervises them

closely. Decisions are made by the coach

and announced, so communication is

largely one way.

Direct

Coaches define the roles

and tasks of the employee,

and supervise them closely.

Decisions are made by the

coaches and announced.

Communication is largely

one

The Coasters are often quite capable

people who have tried to be Stars in the

past, without success.

The Coaster has lots of energy, they are

always busy doing things and are skilled

and able to do things, but unfortunately

the things they do, and how they do them

are often at odds with what the

organisation is trying to achieve.

They are likely to be discouraged by having

seen previous attempts at change come

and go, with little result. They can become

Stars very quickly if you adopt a coaching

style of Excite/’Show’.

In this style, coach’s show them that they

have an opportunity to be involved early

and positively influence change. Coaches

must respect the knowledge of The

Coaster, discuss reasons, encourages

ownership and the passing of day-to-day

decisions to them. The coach facilitates

and takes part in decisions but encourages

passing control to reports.

Excite/’Show’

Coaches still define roles

and tasks, but seeks ideas

and suggestions from the

employee.

Decisions remain the

coach’s prerogative, but

communica

more two

Directing/Teaching

Coaches define the roles

and tasks of the employee,

and supervise them closely.

Decisions are made by the

coaches and announced.

Communication is largely

one-way.

Excite/’Show’

Coaches still define roles

and tasks, but seeks ideas

and suggestions from the

employee.

Decisions remain the

coach’s prerogative, but

communication is much

more two-way.

The Striver will often say all of the right

things in meetings, agreeing

wholeheartedly with the Vision and Goals,

and being keen to get involved. They “talk

the talk”, but there is little action to

support their good words, often because

they do not have the skill or ability to

perform.

They can often be encouraged by

demonstrations that they will be

supported in attempts to make change,

and that initial mistakes will not be

punished. As a coach you should adopt a

coaching style of Mentoring/Guide.

In this style, the coach still defines the

roles and tasks, but seeks ideas, energy

and suggestions from reports. Decisions

remain the coach’s prerogative, but

communication is more two-way and the

aim is to support reports in identifying

how to apply their energy in a practical

way.

Mentoring/Guide

Coaches pass day

decisions, such as task

allocation and processes to

the employee. The coach

facilitates and takes part in

decisions, but control is

with the employee.

The Stars holds a realistic and generally

positive attitude about the organisation.

They are fully supportive of what the

organisation is trying to achieve and their

actions are fully aligned behind business

goals.

They feel they can, through their energy,

effort and ability, make things better and

are willing to go the extra mile to do so.

These are the people organisations refer

to when they say, “People are our greatest

asset.” With Star Performers, you should

adopt a coaching style of Stretching/

Facilitating.

In this style coaches are still involved in

decisions and problem solving but control

is with the report. The Stars decides when

and how the coach will be involved.

Stretching/Facilitating

Coaches are still involved in

decisions and problem

solving, but co

the employee. The

employee decides when

and how the leader will be

involved.

The coach should identify

relevant ‘stretch’ and

meaningful development

opportunities for the Stars.

Mentoring/Guide

Coaches pass day-to-day

decisions, such as task

allocation and processes to

the employee. The coach

facilitates and takes part in

decisions, but control is

with the employee.

Stretching/Facilitating

Coaches are still involved in

decisions and problem-

solving, but control is with

the employee. The

employee decides when

and how the leader will be

involved.

The coach should identify

relevant ‘stretch’ and

meaningful development

opportunities for the Stars.