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Andrew Parrock
Sally East
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Epimetheus
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Katy Tuncer
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Geoffrey Ahern
Alan Robertson
Isobel Gray
Laurent Terseur
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Doug Montgomery
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Wendela Wolters
Nicholas Wai
Charlotte Murray
Yvonne Thackray
My coach training was excellent but it didn’t prepare me for what I needed to do to set up and run my own coaching business successfully. I want to share some of the things I’ve learnt in this 3-part blog:- 1) before training 2) surviving and prospering post training 3) the nitty gritty of setting up your own business.
Whilst there are plenty of opportunities for managers and leaders to coach colleagues in an organization, more are choosing to strike out and start their own career as a coach. They have had some basic workshops as part of the on-the-job training, and, typically without clear guidance as to when to appropriately use their coaching skills in various situations, they may have had a diverse range of results. Now that they have applied this thing called ‘coaching’ and it’s worked, some of them want to be a coach (and exit their current role).
My ultimate aim as a coach is to help my clients develop so that they become able to a) Address their issues by themselves, and b) Reflect on what they do by understanding themselves better.
What does a coach DO? Not the detailed, minute-by-minute activity that happens during a coaching session, but the big ‘what am I working for my client to achieve’ picture.
Five years ago I quit my respected corporate career. I made the bold decision to start an executive coaching company. I had a vision for how great coaching could help leaders be more successful, and companies realize better results.
My encounter into team coaching began with one of my early coachee who was a Vertical head of a Global engineering technology company. He felt that exchange of ideas among his subvertical heads were not adequate. He also saw silos and he wanted this to change. Recognising this gap, he encouraged me to accept the challenge of coaching his team.
