Executive development of officers through coaching.

Abstract

The pressure of time, competitive atmosphere of service life, and often authoritarian nature of officers frequently cause seniors to overlook their responsibilities for the timely development of subordinate officers. The vast sources of untapped creative potential and increased efficiency thus lying dormant are an injustice to the individual and the service. The current literature by authors with operations experience in the field of executive development is reviewed with the purpose of suggesting appropriate techniques for seniors to utilize in accomplishing their development responsibilities. The objectives and skills of successful coaching through the delegation of meaningful tasks that extend the subordinate are discussed. Superior-subordinate mutual goal setting and an eclectic approach to non-directive development counseling are recommended.