It is the relationships between the leader and the followers that create the opportunities to coach in the workplace. These relationships are built on mutual respect and trust. If your relationship with a staff member is strained, not well-established or is not on solid ground for one reason or another, it is unrealistic to expect your attempts of coaching to be well-received

The functions of leadership in the modern organization are changing rapidly. Poor service, low-quality and a lack of profits cannot be blamed on staff members. The leadership must take full responsibility and accountability for these sorts of results. Poor service, low-quality and a lack of profits are a clear reflection of the quality of leadership. People will respond to the examples portrayed by their leaders. They will mimic good examples just as easily as they will mimic poor examples.

We have to move away from the situation where leaders see themselves responsible just for results and not for people. In today's world, the more effective supervisors, managers, and executives are recognized by their ability to continue to learn and develop their coaching skills.

The three stages of effective performance coaching include:

Sharing your mutual expectations with people.

Creating an environment where solutions develop from shared problem-solving sessions.

Reinforcing positive results frequently and regularly. The positive reinforcement should take place whilst the job is being done or immediately afterwards, it should be sincere, it should contain a reason why it deserves your attention, should be consistent and certain.

The future is good for those people who have no limitations on their ability and will to learn and relearn. However, these people are rare.

Organizations who want the fruits of higher performance such as productivity, safety, quality, innovation and service must examine their commitment to the process of leadership skill building within their only unlimited asset - people.

There're many reasons why leadership skills are not being developed to meet the huge demand in the industry and the community. This list below gives7 of the reasons only, there are many more which you can add to the list.

The training employed to develop leadership is just not good enough.

The concepts of management and leadership are not understood by the organization.

There is no environment that supports individual development.

For existing managers and leaders to participate in learning, is to make them vulnerable.

Many managers think that to actually change is to admit failure in their previous behavior. This mindset is compounded by those managers who think they know everything.

There is a profound lack of understanding about basic leadership skills so they are not understood or applauded.

Promotions and appointments are given on the wrong set of standards. Too often, people are promoted for their technical skills alone which sends a message to the rest of the applicants that the organization does not understand or value leadership skills.