5 Tips to Be a Coach Leader by Fahim Moledina

How to be a good coach leader for your team? On previous occasions, Fahim Moledina has talked about the characteristics that differentiate a good leader, who has “moral” authority over his team, from a bad leader, who only has “formal authority.”

Leadership is the ability to influence with a clear vision and objectives based on positive values so that others act to achieve them.

Today, Fahim Moledina shells out on steps further in leadership, being a “leader coach.” In addition to positively influencing others to achieve results, the coach leader will be focused on the people on his team.

Who is a coach leader?

The coaching leader differs in that his management is focused on the development of the people who make up his team, so he will do everything in his power to achieve their best version and develop their talent and potential.

5 tips to be a leader coach by Fahim Moledina

In Fahim Moledina’s opinion, these are the 5 behaviors that train you to be a good coach leader:

  1. Create the best vision of each person in your head

You will have heard of the Pygmalion effect in psychology and pedagogy. Coined by the social psychologist Robert Rosenthal, this effect explains that a person can influence the performance of another with her expectations and beliefs. A self-fulfilling prophecy is an expectation that prompts people to act in ways that make the expectation come true. That is to say, if you believe that your collaborator can develop, improve, and be excellent in facilitating (or in hindering) its development. You choose, therefore, what you expect from each team member.

  • Take time to establish a personal relationship with your collaborators

Do you know what interests them in life? What are their motivations, goals, and concerns? How do you feel about the team? And in other areas of your life?

What are the qualities in which each person stands out, their strengths? Have you recognized them? How can you enhance them? How can you support it?

What are each person’s areas for improvement? What does the person think about those areas for improvement? How can you help him?

Remember that the proper leader “connects” with people on the “emotional” level.

  • Set challenging goals

Fahim Moledina states: ensure the person has the means they need to achieve them. Surely as a leader, you want to have high-performance teams in which all members give their best. Before you set the goals for them, have you made sure they know what they need to be able to do it? Have you invested time in their training and ensuring they know what is necessary to carry it out? Have you given them the necessary instructions?

When you set the objectives to achieve, do you make sure that the collaborator has or can get the resources he needs?

  • Commit to development

Once the objectives are defined and agreed upon, and the collaborator starts up as a leader, you must conduct an adequate follow-up of that collaborator. This monitoring will be closer depending on the level of autonomy, performance, and security of the collaborator. 

Even so, make sure that your collaborator perceives that you are there, that he can count on you when he needs you and that you are involved in his development.

  • Communication is the key.

Empathetic listening plays a crucial role in communication (putting you in the “place of the other”). To do this: 

  • Listen carefully before speaking.
  • Pays attention to small details. 
  • Criticize constructively and in private, making the person or collaborator feel good.
  • Use positive language.

So which of these tips by Fahim Moledina will you put into practice with your team?