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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
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Wendela Wolters
Nicholas Wai
Charlotte Murray
Yvonne Thackray
All in Con PPD
Feedback is especially useful to further understand how I am developing my coaching style and approach. From my clients’ feedback, there is a general acknowledgement to my depth and breadth of knowledge, understanding of coaching, and how I flexibly apply it to meet my client’s challenges.
When people are thinking about being mentored or coached, they are really nervous about what could happen if they and their mentor or coach don’t get on. This, I think, is entirely natural.
After a decade of delivering executive coaching, I still enjoy and love coaching. I am also more aware and sensitive to my state so if I'm feeling dreadful, feeling like that this is really something that I can't do, then that's when I wouldn't proceed.
I’d like to describe what coaching and mentoring (CAM) are and why I think that they are something that everyone should have access to. My conviction lies in my personal experience of being coached and mentored, and of being a coach and mentor.
For those of you who have read the previous articles in ‘A World Apart’ you may remember I wrote that the ‘transformational journey’ is a journey back to your Self. I also considered what is Self. We all operate out of different parts of ourselves and in psychosynthesis, parts are referred to as subpersonalities.
Volunteerism is a core activity of Coaching Organisations that offer pro bono coaching to communities and people in need and project teams with a (usually humanistic) purpose.
Recently, I have begun to ask myself, what are the parallels and distinctions between coaching and Educational Remediation. I was reflecting on my experience at a local elementary school, in which I held as a position as a Remediation Professional.
Throughout my career as a practicing manager, I have held few core beliefs; which I would summarize as:
Do what You Say and Say what You Do
If you are not able to Measure It, you are not going to possibly Do It either
Questions need to be Simple to get Good Answers and Great Actions
I carry these beliefs into my coaching style.
It's an interesting parallel because in some industries, deregulation or lack of regulation at all enables people to make choices about what's good, what's bad. You would hope that the good remain and the bad gets sifted out. I think coaching's one of those things where the quality of coaching can have a knock on impact - that can have a lasting effect.
In my last blog I wrote about the shift that’s transformed my beliefs about contracting. I had an elegant metaphor for the work – artist Mark Dion’s beautiful, spacious, liberating installation, Library for the Birds – and shared my transformative journey. And so what? How am I translating that metaphor and my ‘change in mind’ (p153, Creaner, 2011) into contracting practice? Where is there still work to be done? And how is contracting adding value to my client relationships? Actions speak louder than words…
For a while now I have considered myself to be an integrative practitioner - someone who draws on both coaching and therapeutic methodologies in the service of my clients. But what do I actually mean by that?
I’ve been thinking about loyalty, in my life as well as in coaching. To start with I explored coaching through authenticity, and the idea of how centred we are within our roles in my first piece with the good coach, and I’m now expanding that to encompass what it means with regard to how loyal we are to our employers.
Narcissism is a topic that continually bubbles at the surface for Coaching, Psychotherapy and Leadership. If you do a quick search on the internet you’ll find millions and millions of articles and documentation on the subject.
After more than a decade developing and delivering management skills training, I’ve recently extended my practice to provide Executive Coaching. An early experience with a Coachee started me thinking about the potential benefits of combining both disciplines.
For as long as I can remember – and I’ve been coaching a long time – I’ve disliked what I’ve labelled contracting. I’ve dealt with my discomfort by shrugging and saying: I don’t do contracting well. And I’ve got away with it. Or rather, I’ve got away with it until now…
The following series is a result of conversations with Yvonne Thackray to explore existentialism and what it can add to coaching. Transcripts have been edited in a joint effort to both share and introduce existentialism, an exciting philosophy to practicing coaches, which has enabled Yannick develop his coaching practice.
I've always been interested in how we create the right coaching environment for our coachees and especially how we can use that space to add even more value to our work. This summer I had some experiences that have made me think differently about the coaching space.
Recently I conducted a video conference session with an overseas client. This client is a senior executive and we have had previously three very fruitful sessions face to face. While I do conduct a fair number of coaching sessions via
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