published 5 and more posts
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
Understanding how I am developing my coaching practice has enabled me to become more aware and sensitive towards assessing how I apply what I do in coaching on myself, first, before advising others. I think it is important to “walk-the-talk” to demonstrate that a coaching approach is effective. It also helps with putting oneself
Championing both individual liberty − as we do in coaching − and the sustainability vision are in conflict in the world today. There are signs that they could move ahead together, but that this would require a radical redefinition of what it means to be free!
Recently I have launched group coaching workshops, building on successful pilots in 2017. My core role remains as a Business/CEO coach, normally one-on-one, and I work extensively with senior leaders in the tech industry in Cambridge, UK – both on the investor side – Angels, VCs – and portfolio company CEOs and/or Founders.
In my first piece about rhythm being an untapped dimension in coaching and one that, for me, was born out of a domain full of speed and risk, it follows that what I do in coaching has to do with rhythm. I help my clients to find better rhythms, of course, but what about me?
Every day corporate leaders announce plans that will revolutionize their organization, move them forward and provide the environment to successfully take on more challenging work. The process can be likened to a business owner at the turn-of-the 20th century writing his hopes and dreams for the company on
When I was about 25 years old I started asking myself why I am What I am. I didn’t know what I was and even more I didn’t know who I was. This still remains a big question for most people…
I extensively used role biography as a self-coaching technique during a two-year Executive Master’s program in organizational psychology. I reflected on the roles I had assumed throughout my life in several case papers and as part of my thesis.
I recently took part in a group supervision meeting with a number of my fellow internal coaches. For the coaches it is an opportunity, once a quarter to come together and discuss our practices. My sense is that for all of us it is an opportunity to get help and support, learn from others’ experiences, and take strength from the community. During this meeting two of the group shared quite different dilemmas that were troubling them,
Imagine you are not yourself, but you are “in charge” of you. You can deploy yourself to any set of tasks and activities you choose, in life and work.
I have realized over my time as an executive coach (and prior to that, as an OD consultant) that I have assembled my own personal treasure box of what I call “heuristics”. These are the pithy sayings, models, and go-to concepts that I have found useful in describing my meaning, in terms of providing a contribution to my client in that moment in our coaching conversation. (Understanding the nature of that prompting urge is, I suspect, a topic for another blog-piece!)
It was around five thirty in the evening. A warm, sunny August evening. Delightful. The course was now almost deserted as I descended the start ramp on foot with Finn, my 9 year old son.
I still find important gaps between my awareness of what actual Coaching practice involves, and what standards, or level of understanding, I believe is needed, that I can use to keep my awareness high about what matters in my practice.
I often work with strongly focused leaders, who operate in intense, highly competitive contexts and within very powerful organisational cultures. They are strong achievers, hold high standards and are usually incredibly skilled when it comes to observing, analysing, processing and coming up with powerful ideas.
In this blog-article I will discuss areas of cognitive bias that I have come across consistently in my coaching practice, my experience of transference, and the implications for coaching.
Career transition is a hot topic these days. People talk about it, engage in it, and fail at it. Only few seem to be aware of the breadth of coaching which could help them master this – after all, it is a long-term endeavor. Particularly coaching that facilitates access to one’s “intuitive” knowledge is
In the second part of this series I described how, to get a sense of this Chinese (and South East Asian) way of thinking, I had to learn a way to park my intellect. Not only that, I had to drop this idea I held about patterns appearing to be consistent and coherent - in my normal reasoned sense anyway.
In December 2016 I shared with you the benefits our internal Job+ coaching programme generates and how we worked in parallel with 5 internal full-time coaches and a pool of 13 Job+ coaches (colleagues who perform individual coaching in addition to their business tasks) to meet coaching demands. This way of working allows us to provide individual and team coaching as well as support leadership development.
![Dispatch from the [Internal Coaching] Front by Ian Flanders](https://images.squarespace-cdn.com/content/v1/55f92f56e4b02e1b84dd105a/1512530877661-SLXQ60UQ8FEYMYBBUP7G/19913993_s.jpg)
