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Andrew Parrock
Sally East
Pradip Shroff
Epimetheus
Lilian Abrams
Martin Richards
Maria Biquet
Simon Dennis
Katy Tuncer
Ian Flanders
Simon Darnton
Geoffrey Ahern
Alan Robertson
Isobel Gray
Laurent Terseur
Aubrey Rebello
Lynne Hindmarch
Doug Montgomery
Sue Young
Jeremy Ridge
Naomi Dishington
Wendela Wolters
Nicholas Wai
Charlotte Murray
Yvonne Thackray
All in Con PPD
In the coaching context, time is both a parameter and a container for reflection that spans the duration of the continuing lived experiences that is drawn to attention, a space for learning-unlearning-(re)learning, realising growth and development, and continuing developing character within a series of timed scheduled events.
What this article is about is ‘approaches to coaching’, with the big exception that you don’t have to part with any money. On the other hand, you may have to pay in another currency; the effort of hard thinking and coming up with your own answers. I hope that is an acceptable compromise. I explored in part 1 the various approaches a coach can learn their craft and journey so far, and in part 2, as a reflexive practitioner I attempt to articulate my personal model of coaching that generates the results that my clients find most beneficial to them.
What this article is about is ‘approaches to coaching’, with the big exception that you don’t have to part with any money. On the other hand, you may have to pay in another currency; the effort of hard thinking and coming up with your own answers. I hope that is an acceptable compromise. Part 1: Explores the various approach a coach can learn their craft.
Working with family managed organisations as a Mentor and Coach, combined with my Executive roles in professionally managed companies, I would like to share some of my learnings and insights here.
Advancing insights from 1st piece written Dec 12, 2016 from
As a neurodiversity coach, my aim is to advocate for greater inclusivity and support for individuals on the Autism Spectrum in the workplace.
What to do when the plan goes awry. This is the last in the 5-part series looking at how Sarah, a recent postgraduate who’s in her mid-20’s, with just over £40,000 student debt, learned to handle her personal finances. She’s determined to start her own business as a coach because it’s her passion and earns an inconsistent salary throughout the year. She came to me, for financial coaching, as she wanted to achieve her goals.
The first three parts of this blog looked at what Sarah wanted her money to do, her priorities (the heart bit) and some of the reality of finance (head). In this 4th part, we’ll look at the “hands” of the process, taking the information about the person, their dreams and their realities, and putting those into concrete plans for their finances.
In Parts 1 to 3 I introduced Sarah and her situation, looked at how we unpacked the details of Sarah’s dreams and gave them more structure and how these linked to her current life situation and beliefs. In this 3rd part of the five-part series I’ll look in more detail at realities of her finances, applying the “head”, a more objective approach to the “heart” of her dreams.
A lot of the principles I apply is drawn from my experiences as a CEO and shapes the way I approach coaching with my clients. Depending on the type of challenges Clients face I may draw upon them to share as a perspective to enable Clients to find their own solutions; because such information, experience and access is often limited and specific.
In Part 2, I’ll look at how we unpacked the details of her rather vague dreams and gave them more structure. Then we’ll move to how this relates to her current life situation. This is the ‘heart’ of my approach, and in the remaining parts of my 5 part series, I’ll focus on the ‘head’ and the ‘hands’ of making personal finance for Sarah (and others like her) fit into their current realities.
“Why don’t you do an article for coaches on financial wellbeing?” “What, on providing it for themselves, or adding a string to their bow with clients?” “Why not both?”
That’s the origin of this series. In Part 1 I introduce Sarah, a recent graduate with both a Masters and a Bachelors, who was exploring for the first time what is personal finance, how this relates to her situation and her dreams for the future.
In part 3 I will examine how trustworthy our self-awareness is, and how knowing that might lead to greater confidence for both coach and client, in three key lessons;
Metacognition can be misleading
Self-awareness is less common than we think
Metacognition has causal power.
In Part 1 I examined the underlying mechanisms that lead to the external manifestation of confidence in someone, as seen by others AND the internal realisation that I have confidence in what I am doing. In Part 2 I will build on Part 1 and examine how we might use the knowledge from Part 1 to help us become better coaches.
I remember when I first discovered that I had been accidentally coaching. I had been mentoring people, and often used a technique that I had used as a teacher; asking questions to get my student to think for themselves and reach their own conclusions. I knew this worked, from practical experience, but did not know that this technique was central to coaching. I was confident in my approach, knowing how and when to use it.
Recently a peer, who has worked in leadership development for almost two decades and holds a doctorate, reached out and asked a question about a challenge involving another coach which they considered to be an ethical issue. It was clear in their mind that the situation shouldn’t be taking place, especially as they are also trained as a therapist and the type of dynamic involved would never be allowed. With their permission, I asked if I could summarise their question/observations and share here after writing my response to their important challenge.
Turning my hand to be an executive coach in 2013 was challenging since coaching was not as well known as it is today. The fact that I was only 22-years-old at the time did not help. I was telling myself that if I want to be a great coach at the age of 30, I must start now because things take time.
Welcome to my blog! Here, I will share with you how I transitioned my professional career from my corporate job (venture capital sales) into coaching. There was a lot of soul searching done in the process which I will dive deep into, and will share with you some concepts that helped me in my self-discovery.
Peer supervision is an integral part of our practice. We have had between 6 to 8 hourly supervision sessions a year for the past few years and value the expertise in each of our coaching markets to provide the necessary space to check our fitness to practice. Our ultimate agenda when we participate in our sessions is to check our fitness to practice.
