Main Thesis
After reading the book, ‘Inside Out Coaching’, there are a number of things that one can derive. First, there is the author’s main thesis about effective coaching. In this regard, the author makes in clear that, transformational coaching is the most effective, then goes ahead to show why as well as how transformational coaching should be used. The author notes that emphasis on transformational coaching is his coaching philosophy, explaining that coaching should not only be aimed at winning. Instead, coaches have a great role to play in transforming the lives of individuals from their earliest years to professionalism (Ehrmann & Jordan, 2011). By helping young people mature into responsible adults, the author shows that coaches can leave a lasting legacy, changing society through the people they impact. It is worth noting at this point that the author, Joe Ehrmann is one of the highly regarded coaches in America, whose work has influenced coaching by NFL, athletic directors in universities, community organizations and business groups, among others. Sports is consequently regarded as a life changing experience (Hurley, 2011).
Transformational vs. Transactional Coaching
This book differentiates between transformational and transactional coaching, and in so doing, provides a background upon which the author bases his argument. According to the author, transactional coaching occurs when the focus is on winning and meeting personal needs. On the other hand, transformational coaching entails teaching more than the basics of the game, but rather life values as well (Ehrmann & Jordan, 2011). Transactional coaching, additionally, is focused on performance, while transformational coaching focuses on the individual. The transformational coach offers to help the individual grow not just as an athlete, but as a whole person. In order for one to move from being transactional to transformational, the author asks four important questions for coaches. The questions seek to know whether the coach has a specific reason for coaching, what triggers particular behavior in coaching, how a coach would feel like if they were coached by themselves as well as how the coach defines success. The answers to these questions help define the process through which transactional coaches can make the transition.
Delegate your assignment to our experts and they will do the rest.
Personal Coaching Philosophy
The book further relates to my personal coaching philosophy of athletes within my program today. I believe that in order for those I’m coaching to actually listen to me and perform their best, they need to believe in their leader. The author of the book notes that, “(People) will…truly follow someone they believe in and who believes in them” (Ehrmann & Jordan, 2011). I particularly emphasize the need to always talk to my players, assuring them that they have not just a coach, but a friend in me. As a friend, I am particularly enthusiastic about their success, and would do anything to ensure they succeed. In the spirit of less emphasis on winning and more on empowering the individual, additionally, I let them know I would still support them even when they failed or came short of expectations. I realize that placing too much pressure on the athletes to perform weakens their ability to concentrate. Additionally, supporting them no matter the outcome is essential in helping them build trust not just in themselves, but in their coach as well.
Other than the above, further similarity between my approach and that provided in the book is the emphasis on individual character building other than performance. I am particularly concerned about discipline with the athletes I train. Indiscipline cases, for instance, is punished with the same level of severity, in spite of the performance of the individual (Crane & Patrick, 2002). In this regard, it matters less whether the person who came late for training is holding the fastest record at the time or not. Late coming, regardless, is not tolerated. In this way, I hope to build individuals who value the little things such as time, honesty, and respect, other than just performance. I am the kind of coach, therefore, who is more concerned with the individual. The author notes that in life the questions that are most important are those related to relationships such as what kind of father, son, husband one was. He further indicates that we need to raise children to be good in relationships, instead of focusing on independence and pride in accomplishments. While I still find success to be essential, I agree with the author, in that I can enable character building in the youth by emphasizing the small things, like respect.
Ehrmann shares with us his experiences in elaborating his main thesis, that transformational coaching is the most effective. In giving a distinction between transactional and transformational coaching, he tells of his own experiences. The first part of the book for instance describes coaches who were authoritarian, impersonal and eve abusive, calling them transactional coaches. There are additionally humane ones, whom he calls transformational. In a rather detailed analysis he emphasizes an opportunity as well as power that coaches have to influence the lives of young ones. Dignity, integrity, and grace and grace are emphasized as essential qualities of coaches. In the end, comparing this to my own approach, I find that there are similarities, as well as essential lessons to learn. Coaching is indeed a life changing experience.
References
Crane, T. G., & Patrick, L. N. (2002). The heart of coaching: Using transformational coaching to create a high-performance culture . San Diego: FTA Press.
Ehrmann, J., & Jordan, G. (2011). InsideOut coaching: How sports can transform lives . Simon and Schuster.
Hurley, D. (2011). Insideout Coaching.
