First, coaching and leadership are not identical. Elements overlap, but a great leader like Steve Jobs was no coach. Many skill development coaches aren’t leaders. High-performance monopolies may not need exceptional leadership. But most of us work to become better leaders and coaches.
But it’s fair to ask whether we possess adaptive skills and whether our track record justifies both individual and organizational confidence.
Answers such as length of service and organizational loyalty completely miss relevant intent (purpose), character, competence, and results.
Pointed questions include:
What resources do you bring to the position?
What are you doing today to grow yourself?
What is your philosophy?
Describe how your training and experience have advanced the organization.
How do you inspire and work with others?
Do you give and receive feedback across multiple organizational levels? Give examples.
How do others see you?
Do others view you as a team player?
How are you serving those both above and below you?
Do you communicate clearly and how?
How specifically have you added value for your employees?
What ‘big picture’ ideas do you represent?
What teaching, knowledge, and wisdom do you impart?
What practice do you hold that could be perceived as unfair?
Regarding the last question, allocating relatively equal playing time isn’t fair to the most developed players. But in the context of a developmental program, the most advanced players aren’t the priority. I believe in fundamentals, teamwork, shared accountability, and the primacy of practice. With addition of an experienced assistant (who coached at the college level) and my daughter (a former elite high school post player and scholar-athlete), practice became that much better for the girls. Providing a high tempo, deliberate practice environment in a learning culture lifts all boats.
We should challenge ourselves to model worthy solutions daily.
