Recently I conducted a video conference session with an overseas client. This client is a senior executive and we have had previously three very fruitful sessions face to face. While I do conduct a fair number of coaching sessions via
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All in Internal Coaching
Recently I conducted a video conference session with an overseas client. This client is a senior executive and we have had previously three very fruitful sessions face to face. While I do conduct a fair number of coaching sessions via
As human beings we are amazing meaning making machines; we strive to know and to understand what is going on and we gather evidence that supports our view of the world. We try to make sense of the complexities and chaos
Given the nature of coaching, and its close links and historical alignment to therapy, I can understand why the need for supervision became a hot topic. In the early days it was very simple just to build on the model,
Before becoming a coach and feeling the magic myself, I would never have called somebody in case of a problem. I would have kept thinking through the pros and cons of different ideas and evaluating them myself.
My style of management and coaching can best be described as non-directive. Over time my roles have evolved to become more strategic than tactical, more management than operational. Partly it was about always seeking consensus – usually by asking questions – rather than telling somebody how something could be better. Partly it was also because I didn’t
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,
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.
Service - helping others. There, I’ve said it. After much reflection and rummaging in my memory I’d sum up my approach to coaching with that one word. Jeremy Bentham wrote, “Create all the happiness you are able to create. Remove all the misery you are able to remove.” And coaching is a powerful way of doing that.
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.
I’ve wanted coaching to be recognised as a viable way of developing people in this organisation for several years.