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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
In our first two blogs of this mini series we explored what it took for us as former leaders and managers to expand our existing range of styles by adding a more coaching approach, and shared what we felt were the related benefits and challenges that may be of value to others.
Mobilising the company’s stakeholders on behalf of full sustainability entails the development of their stories about the Anthropocene. The Anthropocene is our era in which we humans have an increasingly significant influence on the Earth.
When I first wrote about self-mentoring five years ago, I was just beginning an interesting journey that chose me and has been leading the way ever since. I am the developer of the practice of self-mentoring. I own the registered trademark so by business standards, it belongs to me. It belongs to me because I lived it – I used self-mentoring to survive. I now run a successful start-up that focuses on the
Having the opportunity to year-on-year publish a new book as part of the ‘Translating Coaching Codes of Practice’ series gives the good coach community both validation and confidence that the good coach approach is making positive headway in delivering a sustainable and robust approach that is slowly reaching its vision; to touch 1 percent of the global population with inspiring, and effective, coaching conversations.
I’ve wanted coaching to be recognised as a viable way of developing people in this organisation for several years.
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...
The good coach invited me to think more broadly and explicitly about how I coach and where that approach comes from. That's what this blog is about. It's a bit longer, but I have some debts to acknowledge and that takes a bit of space and explanation.
I am curious about why curiosity gets my attention as something that is fundamental to effective coaching.
In March, following hot on the heels of a failed attempt to summit Mont Blanc last summer, my husband, son and I joined a party of adventurous people to climb Kilimanjaro. I’m not quite sure why this phase of our lives is so characterised by these challenges, but hey, those of you who know me well will understand that I like this kind of thing.
I am increasingly asked to do more team coaching, in addition to one to one coaching just by itself. I felt it would be an interesting time to take stock of my approach and review the underpinning principles / values I practice in my team coaching.
It is 7.15 pm. on a Monday evening. I am sitting overlooking Scarborough’s North Bay. There are four mature gentlemen in evening dress, complete with bow ties posing for a photograph with the castle ruins and the sea as the background. I don’t see that often in this part of town. Most people dress in shorts, t-shirts and flip flops, with children carrying buckets and spades. It is sunny. The sea is calm. I have been reflecting on what I might write to succinctly capture the peaks and troughs of coaching (past, present and emerging future).
I come alive as Me
in a coaching conversation
As I don’t feel I do in other conversations.
Once we have checked in and tested,
building connections between
my and your reality,
We can get down to the business
of creation
Of space, inquiry and fresh perspectives.
This is a piece written for and about coaching, covering the incredibly powerful topic of Resistance. Resistance is a part of almost all the work I do with clients, and for me personally almost all the work I do to build my business.
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
For me, Intuition is a term that has real value for referring to our most important asset – our big bank of stored experience, and potential knowledge, we have acquired throughout life’s experiences.
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.
