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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 Practitioner Experience
This is a continuation of my story about finding a new way of coaching which unbeknownst to me drew me in to begin living in the paradigm of systematic correspondence...
It inspires curiosity, intrigue, skepticism, judgement, and profound personal growth, as we work together to develop their intuition as a powerful asset. In this article, I share how I help leaders develop their intuition as a key capability
The ultimate step of transforming business into conscious sustainability competence is the Holy Grail of the ‘Anthropocene’: i.e. our era in which humans have an increasingly significant influence on the Earth.
When I properly embarked on my journey into coaching, I couldn’t have dreamt the direction in which I was going to end up going. I say properly because for years I’d been stuck in a vacillation between head and heart in my career.
This is a case about creating the conditions for engagement
‘H’ approached coaching reluctantly.
Actually, that’s a massive under-statement. He had already cancelled twice before he finally turned up for his re-scheduled session. Even then he didn’t come straight into the room. He stood in the open doorway, filling it with his physical presence. He was well over six feet tall. He glowered at me.
Most professions have jargon, only fully understood by the initiated. The coaching profession has jargon too, but has the added misfortune of having two words widely used within the profession which have a rather different meaning elsewhere. One of these is ‘supervision’ (which has been much debated and I won’t dwell on here), and the other is ‘the contract’ (or ‘contracting’).
