“Let it grow, let it grow. Let it blossom, let it flow” Eric Clapton, 1974
While there are many models for coaching, they generally have a few things in common: active listening, open questioning and the creation of a reflective space in which to examine those assumptions and beliefs that are the foundations of courses of action. In conversations with other coaches, it’s also clear there is one problem solving model that is very widely used. This can also be used by managers looking to develop a coaching leadership style and the model is known by the acronym GROW.
GROW is a simple but effective way to direct thinking towards practical next steps and solutions and is equally as effective with straightforward tasks as with complex ones. Continue reading “Coaching for performance: G.R.O.W.”
It’s you I like,
It’s not the things you wear, it’s not the way you do your hair
But it’s you I like
The way you are right now,
The way down deep inside you
Not the things that hide you, not your toys
They’re just beside you
But it’s you I like
Every part of you, your skin, your eyes, your feelings
Whether old or new.
I hope that you’ll remember
Even when you’re feeling blue
That it’s you I like, it’s you yourself, it’s you.
It’s you I like
Fred Rogers, Mister Roger’s Neighborhood
There are differences between being coached by an external coach, rather than a manager or colleague. The most important of these is the perception you have of the other person. A manager, colleague or partner has a vested interest in outcomes in a way that an external coach doesn’t. Strangely, it’s the way that an external coach is disinterested, the extent to which they don’t rather than do care, that can make their involvement so powerful. Continue reading “Coaching as a management style: Carl Rogers and the humanists”
Every coaching assignment is different and the ground covered varies a lot depending on each client and their needs. But there are themes and questions that come up again and again in various forms. Some are rooted in the existential dilemmas that we all face in life; others are born out of common frustrations.
I often describe coaching as working on two levels over time. The first level is explicit: the conscious pursuit of the goals and objectives set at the beginning of a coaching programme. This is what people have come to coaching to address and spend time on. The second level is implicit: it’s what occurs as a consequence of going through a process of self-examination. Sometimes the themes here shift and become the core of the contract, as new depth and complexity alters the premise behind the questions being asked by the client of themselves. Continue reading “The top five questions that come up in coaching”
At the start of any coaching engagement I always begin by establishing the goals and expectations of the client. A little while ago I started work with a new client who had a short-term priority that he wanted to tackle first. Christmas was coming, so in our first session, he wanted my ideas on quick wins to boost his sales. I told him I’d do my best to give him some ideas but also that they probably wouldn’t be very good.
He wanted to do it nonetheless so we spent an hour brainstorming some ideas.
Next time I saw him was after Christmas and I asked how his sales had gone and whether the quick wins we’d worked on last time around had made a difference. Sales had been great but he reluctantly admitted that the new ideas hadn’t really made any difference. I was very pleased as he looked at me and smiled saying “It doesn’t really work like that does it?” Continue reading “What is Developmental Coaching?”
There is a practical side to choosing a coach but the most important part is that you simply feel comfortable and confident with them.
I once coached somebody for an hour during which time I didn’t say anything at all. Literally, nothing. By the end of it they’d decided to take a three month sabbatical and get a new job. They were happily married, well-educated and with a wide circle of friends but they told me they couldn’t have had that conversation with anybody else.
Now I have no idea what actually went on there and claim no credit other than to know when to shut up. Most of the work that you do with a coach will come from you and consequently be a result of your feeling at ease with them. When you choose one, the single most important criteria is that it feels right and you trust them. Continue reading “How do I choose a coach?”
A coach primarily listens and encourages you to reflect and delve deeper into matters that are important to you. There is an ongoing conversation that you have with yourself. Psychologists call this “the narrator”; individuals often call it “me”. A coach will look to become part of that conversation, to break circular thinking and try to help you find greater clarity.
Conversations with friends, colleagues and confidantes can do this too. Verbalising your inner voice can give you different perspectives on your thoughts and help make more sense of them. If there’s a difference it may be in the extent to which a coaching conversation is one-way, for an extended period of time. Some people find this disconcerting to begin with and take a while to get used to a dynamic where the cares and concerns of the other person present do not have to be taken into account. Continue reading “What does a coach do?”