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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 Coaching CS
My coach training was excellent but it didn’t prepare me for what I needed to do to set up and run my own coaching business successfully. I want to share some of the things I’ve learnt in this 3-part blog:- 1) before training 2) surviving and prospering post training 3) the nitty gritty of setting up your own business.
My coach training was excellent but it didn’t prepare me for what I needed to do to set up and run my own coaching business successfully. I want to share some of the things I’ve learnt in this 3-part blog:- 1) before training 2) surviving and prospering post training 3) the nitty gritty of setting up your own business.
Five years ago I quit my respected corporate career. I made the bold decision to start an executive coaching company. I had a vision for how great coaching could help leaders be more successful, and companies realize better results.
A coaching case report on helping a Project engineer lead the project like an owner by Pradip Shroff CEO Coach, Mumbai
Like many coaches, I often have clients report increased self-confidence following a particularly high impact series of 1:1 coaching sessions. So, here is a simple five-step process that I have seen work wonders, when applied patiently and diligently.
I was wondering what kind of dilemmas my colleagues had. I could find books about potential dilemmas but I wanted to find out what the actual dilemmas were. So my curiosity led me to partner with the EMCC Global and design the survey on "Ethical Dilemmas in Coaching Today".
Our aim is to explore the key differences experienced by coaches when working with leaders from East Asia, the possible causes for these differences, and practical tips to help coach leaders in East Asia with greater insight and confidence.
The transition from leading a team of operations managers of one SBU to the position of Lead Sales director for a major customer was a double challenge.
Coaching Challenge: The Founder, CEO is chasing accelerated growth quarter after quarter. He finds it difficult to focus during meetings, and easily gets irritated on colleagues.
My case report on how I coached him to remain on top of his job and simultaneously helped him to reenergise his physical and mental health. Pradip Shroff CEO Coach, Mumbai India.
This blog is the final piece in a three-part series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial coaching conversations following lesson observations.
Every so often, it’s normal to come to a halt – a paralyzing moment of not knowing what to do - every so often during a coaching session, don’t you think?
I cannot remember a time when asking questions was not at the heart of my work. Whether as a trainee, as an investigator, as a team leader or as a manager.
Rahul was identified as a potential leader of the business unit. In this coaching case, I will share how an aggressive global head of sales transformed to become the humble head of manufacturing unit. All names have been changed to protect their identity.
Promotion to head of sales at corporate level, under a new boss, simultaneously when the boss also has been promoted to the board of the company, leads to a 4-dimensional change for the VP sales. Recognising the complexity of the transition, the CHRO of the mid-size Pharma company invited me to coach and mentor the VP sales.
This blog is the first in a series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial conversations following lesson observations.
Onboarding an external President into a newly formed group of an organization with international presence is a challenge because of what is at stake. Recognizing the scope of work that was facing the new president, the CIO*, invited me to become his external coach and support him as he started his new role. In this blog, I share my case study and holistic approach to coaching this client. All names have been changed.
This blog is the first in a series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial conversations following lesson observations.
