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Andrew Parrock
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The subject of how coaching and mentoring (CAM) relationships end cropped up during a recent group supervision session, and proved to be, to the surprise of all of us, a remarkably productive discussion. We reflected that a lot is said about how CAM relationships start; including contracting, the first session, establishing trust and building rapport. But we had never come across very much about how they might end, beyond a vague idea around the contract being fulfilled.
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.
Most Coaches & Business Consultants are keen to pass on their knowledge & experience through Power point Presentations (PPT) or slide decks. These Presentations are often good, but do not entirely capture the issues plaguing the Team that need to be addressed. Unfortunately, presentations cannot be the Swiss Army knife of communication.
I was relaxing on my holidays in the USA. On a sunny morning, Mohan, CEO of Grow Investment, called me. I completed a coaching assignment with Mohan about a year ago. In our conversation together, Mohan mentioned that he currently has a highly qualified, competent team reporting to him; however, he saw a lack of trust amongst his team members. As he knew that I had done team coaching for many leadership teams, he wanted to explore if team coaching would work for his top team and help to increase that trust among his members
These are my learnings over the last several years being a coach myself, and engaging in conversations with other coaches. In part 2 of the series on "Executive Coaching in India", I discuss the wide range and variety of coaches in the market and a simple generalisation presented here could help in directing action from coaches, buyers and users of coaching. And for aspiring coaches, early inroads towards success can be varied. Certification is just a start and to really become a paid professional coach requires a lot more than that. Many aspiring coaches feel they do not get enough return on their investment, including of their time and hard work.
All of that, without a particular order and in various proportions, adds to what the cultural background of each of us is made of... so in my view, as long as someone is not me - we can talk about cultural differences, just the extent of those will vary. If I were to arrive at my own definition of what one's culture is, it would be:
Set of unique, dynamically changing contact lenses through which each person views and interprets the world. As we go through life, the contact lenses naturally adapt but we can also replace one set for another set of lenses intentionally. Taking the contact lenses completely out could be equal to erasing someone's memory.
These are my learnings over the last several years being a coach myself, and engaging in conversations with other coaches. In part 1 of the series on "Executive Coaching in India", I discuss some broad issues regarding coaching in India. There are many other discussion points but these initial ones are some of the core ones. As well as the readiness of leaders for coaching is an issue that comes up for debate often. Apart from the coachee herself, the coach and the organisation may both be part of the solution, and the problem.
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.
