Leadership Journal

I had read about "personal coaches," consultants who work one-on-one with executives, pastors, and other leaders to increase their effectiveness. But I had never considered trying one. I think the name scared me off. "Personal coach" smacked of "personal trainer," a status symbol for wealthy Hollywood stars.

But about 8 months ago, my work was moving me into a new role, and I felt uncertain about my ability to adjust. The department had grown (from 2 people to 7 people in the past 3 years), and I was shifting from "leading doers" to "leading leaders." What should I do to effectively lead them? What had to change in my daily work patterns?

So driven by a desire not to goof up, I asked a personal coach to help me. Thus began one of the most productive learning experiences I've had. I count my coaching time more valuable than almost any conference I've attended. Surprise.

Let me tell you what happened, in case you want to work with a mentor or coach to increase your own abilities as a Christian leader.

My coach, Bill Hoyt (executive director of NexStep) explained in his introductory letter, "Working with a professional coach usually generates accelerated personal growth. Most clients hire a coach to accomplish several specific goals." Thus, he asked me 4 questions, which I had to answer before our first meeting:

1. What are the 1-3 most important things you'd like to accomplish as we work together over the next 90 days? Please be very specific.
2. What, if anything, is likely to get in the way or prevent you from accomplishing any of these things?
3. What's the most important thing you need from me as we work on these objectives?
4. How will you know your investment in coaching has been worthwhile?

We talked by phone for 30-45 minutes every week or every other week. I was responsible to make the call. I set the agenda by telling Bill what challenges I was facing or where I wanted to grow. Bill listened and asked lots of questions, mostly to clarify my goals, situation, or motives. Then he gave me homework. (I know, I know, we all hate that, but I have to admit it did help me.)

For example, I explained to Bill that I was spending more and more time in meetings and wasn't getting time for valuable, but less urgent tasks: write, read for personal and professional growth, plan, and just plain think.

Bill helped me carve blocks of time in my calendar for the entire year and admonished me, "You can move a block but never remove a block." Then he suggested I spend some blocks of time outside the office, where I could focus without interruptions. I didn't like the idea: wouldn't my staff resent it when they needed me but couldn't find me? So I tentatively shared the concept with my key team members, and they actually encouraged me to give it a try.

On those block days, about once a week or every other week, I do 4 things:

1. Projects I need to write or do in larger chunks of time
2. Planning for the department
3. Personal development, reading that will help me become more effective
4. Prayer.

I now ...