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” →
“The biggest problem I have is getting the right people . . . I need people who can keep up with me and make their own decisions without needing me to hold their hand”. That may well be true, but it’s also possible that it’s just the wrong style of leadership for that situation.
What often happens is that we lead using the way that comes naturally to us, or that we have seen being used by key role models from the past. The quote above is from someone who uses a Pacesetting leadership style. This can be the natural home for experts who lead by example, setting their own high standards which they then expect others to meet. It can be by far the most effective way to lead a small and capable team, with mutual trust and a clear sense of what they’re trying to achieve. When people talk of the Golden Years at work, often there was a Pacesetting leader, making very rapid and creative progress with a small team of trusted followers. It’s a sink or swim mentality where those that thrive have great responsibility and opportunities to learn. Continue reading “A leader is someone who other people follow: the six Hay Mcber leadership styles” →
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?” →