Process Coaching

The word “coach” comes from the Hungarian word Kocs (pronounced kotch), which is the name of the village where the coach (carriage) was invented in the 15th century. As a result, coaching originally described the process of transporting people from one place to another. The word evolved during the 19th century, when it became a label for tutors who helped students prepare for exams at the University of Oxford. Today, the word is used in a variety of settings: life coach, mental coach, academic coach, strength coach, business coach, relationship coach, and, of course, sports coach. While every kind of coach is different, they all share the fundamental purpose of helping people to get from where they are to where they want to be. Yet, too often, coaches only focus on the beginning and the end, losing track of the journey along the way. Hundreds of years ago, the first coach drivers surely had to take their time, plan out their journey, and navigate bumps in the road in order to help people reach their destination.

The word “process” has become an integral part of coaching, at all different levels, in almost every sport. Defined as “a series of actions or steps taken to achieve an end,” process has become a 21st century buzzword. It’s a powerful concept that challenges the old-school mantra that “There’s winning and losing, and nothing else matters.” Instead, it promotes a more useful way of thinking: “We need to work out our process if we want to be successful.” While a process-oriented approach has become much more mainstream in the last decade, it has also been used by great coaches of the past, including by the likes of John Wooden, Vince Lombardi, and Joe Torre. But today, in a world where sharing ideas, research, and techniques has never been easier, process coaching has the potential to spread further and to completely change the game.

In looking at the origins of “coaching” and the definition of “process,” it’s hard not to notice the similarities. Both involve taking multiple steps toward an end result, but neither specifically directs attention to that result. When I work with leaders, the word process—not winning—is at the heart of our conversations. Whether it’s a CEO of a company or a Division 1 basketball coach, I am constantly challenging coaches to work on, enjoy, and improve their process.

Of course, I have never met a leader who didn’t want to win. If I did meet that leader, I wouldn’t work with them. I love winning, and I hate losing. I am competitive and so are my clients, both in and outside the world of sports. But, more importantly, I love nothing more than seeing people tap into their potential to be the best they can be. Moreover, there’s no greater feeling than seeing that same potential reached on a macro level, involving multiple teammates working as one. A collective sum will always be greater than an isolated part. And, ultimately, working on your process is the best, and only, way to reach your full potential as a team.

Fundamentally, the team process and the individual process are the same: with an open mind, do your job joyfully, each and every day, in order to be ready to perform in big moments. When teams and individuals take this approach, they not only have a clearer understanding of how to improve each day, but also give themselves the best opportunity for success.

While leaders talk about the importance of culture, development, and leadership, they often fail to build a positive culture, develop themselves, or act with leadership. We all develop habits out of comfort, and we naturally go back to our comfort zones in times of stress. It’s important for leaders to consistently adapt and reflect on their formed habits so that they can lead under pressure rather than being led by pressure. Often it is those habits, which have led to success in the past, that need tweaking in order to conquer the new challenges of today.

So, when it comes to your process, ask yourself the following questions: What has worked? How have you changed over the years? What would your ideal process look like if you had complete autonomy? How does your financial situation or stability impact your philosophy or style?

If you are a leader you are a coach, and if you are a coach you are a leader. Analyze what you do when you’re at your best and figure out how to consistently bring that process to the forefront. After all, that’s what you do with your team.

The questions above are essential as you continue developing a personal style and process that fits you and your team. The goal is not to revamp your way of leading and coaching, but simply to resurrect some concepts that have worked in the past, figure out what is working today, and think about what may work tomorrow. Don’t forget—it’s your job, as a leader and a coach, to lead your people from where they are to where they want to be. We need more process coaches. Let’s start with you.