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 Skills
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
In coaching, we make use of a lot of entry points. We're listening, asking questioning, finding and engaging with passions,
Every coach listens; the difference lies in the ways we each focus on what we’re listening to and how (self-) aware we each are when we’re listening to our client communicate with us.
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.
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.
Everyone faces a constant steam of opportunities to shift focus away from planned work. Some distractions are externally imposed and others just seem to pop up in the mind. Either way, badly handled distractions can lead to wasted time and frustration. How often do you end the day frustrated with what you have achieved or irritated with yourself for wasting time on the wrong things?
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 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