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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
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.
Following the Corona Virus lock down there has been a lot written on virtual coaching. For some coaches working virtually has been a new and a steep learning curve; for others, myself included, it has just been more of what we already do. I have always had a number of my coachees who lived overseas with whom I have coached virtually.
As coaches, we are trained to have conversations without directing…. or, in the case of right now, without knowing the future. Maybe this is why it’s been easy to start coaching conversations. A lot of what I have been doing is helping leaders make sense themselves of what they are doing and how it’s working, or not.
I’ve been thinking a lot about how I and my work as a coach and a coach supervisor are being influenced by the Covid19 crisis. I keep coming back to the ubiquitous, yet often unnoticed, parallel process.
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.
Trust is ONE key to good collaboration, especially in times of crisis. We feel how important it is to have a good team spirit and a willingness to endure that is often driven by people's trust in their leader.
This is the second in a series of blogs where Martin Richards (a Certified Coach) has been interviewing Lisa M Evans, Ed.D. (an Experienced Educator) about situations from her experience, working as a teacher and administrator, focusing on which coaching skills that would have benefited her in those situations.
I’ve been lucky enough to be invited to a series of training events for registered Civil Service coaches. This event was called ‘The Power of Listening’. It was an informative and practical workshop and it motivated me to summarise what I learned and how it relates to my experience of coaching in this blog.
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.
This is the third in a series of blogs that examines the ways in which a coach-educator manages the external and internal struggles that arise from taking on challenging educational assignments.
In a business where you get new people joining an organization, very early on they are expecting to be told what to do, expecting to be given their next task, or expecting to be given their next strategy – they are expecting the answers. People who are leading the business are expected to have all the answers.
The HR Leader of a Fortune 200 company shared with me that his biggest challenge is that some of their senior leaders who were successful in the past, will not be successful in the current market environment.
This is the first of a series of blogs where Martin Richards (a Certified Coach) has been interviewing Lisa M Evans, Ed.D. (an Experienced Educator) about situations from her experience, working as a teacher and administrator, and focusing on which coaching skills that would have benefited her in those situations.
Executive Coaching is being used by Multinational and Indian Company’s as a developmental tool to enhance performance of their CEO’s and Senior Executives. Not only I coach within the commercial sector, I also wanted to offer my services to other sectors which are important to me, one of them being the clergy.
Recently I had a meeting with a company client with my business partner about a project we had delivered. We discussed several topics and at some point she told me “you have gained absolute trust from every single person in all six teams. My business partner felt proud and started praising me
This is the second in a series of blogs that examines the ways in which I, as a coach-educator, handle the external and internal struggles of taking on challenging educational assignments. But, it's not working out. There have been challenges. Resistance, from the trainers, is increasing.
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.
