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" I've been doing this for years!" and other coaching myths?
It is widely agreed that coaching is a much-misunderstood concept and it is perhaps not surprising that many myths have sprung up around the subject. Can you see any truth in the following for example?
A philosophy for coaching
Coaching draws on so may fields and approaches that it can be difficult to find a starting point. How can coaches in organisations adopt a simple stance that will enable them to choose from the bewildering array of models and theories? This article sets out a point from which our journey through coaching can begin.
Introducing Coaching
Can there have ever been a more misunderstood term in organisations than coaching? It gets confused with sports coaching, gets used to describe all manner of management behaviour and for every manager who has received some coaching skills training there are twenty more claiming they are 'naturals'. This article seeks to establish the basics.
How does coaching differ to other ways of helping people?
I've lost count of the numbers of times I have been asked to clarify the similarities and differences between coaching and things like mentoring and counseling. This article is intended to establish some daylight between them all so that we can be assured that we're giving people the help they need.
Phobias and coaching
What if a coaching session takes a turn towards unfamilar territory? What if we start coaching around a business issue and end up discussing personal issues? This article takes a look at a common form of abnormal psychology - phobias, so that managers who coach can spot any early warning signs.
What if coaching uncovers signs of an eating disorder?
Coaching may uncover deeper issues than are suggested by the initial reason for the coaching session. Whilst I would not advocate amateur psychotherapy, managers who coach would do well to familiarise themselves with some common conditions.This article focuses on eating disorders
How to spot signs of schizophrenia while coaching
The modern place of work is the scene of much stress and sometimes deeper issues may be revealed. This article considers the disturbing condition of schizophrenia and how managers who coach may notice the early signs.
How to handle depression uncovered during coaching
Coaching at work may uncover deeper issues than first appears to be the case and we need to be able to spot the signs of a bigger problem. What, for example, should the coaching manager know about depression?
Speed Coaching
Does coaching have to be a long, drawn out affair or can it be done at the speed necessary for the modern business environment?
Coaching the nervous presenter
Coaching on pressentation skills is one of the most popular and effective uses of coaching at work, but is it really possible that we can help people conquer their nerves?
The story of the old man and motivation
Why is it so diificult to get people motivated? Why is it so difficult to keep them motivated once they are? Perhaps this old man has the answer in the way he uses motivational tools.
Coaching and the Hawthorne effect
How can we use coaching to bring about an immediate improvement in motivation? It it true that performance improves merely by being more attentive to people?
Ways to link coaching sessions
How can you avoid the 'stop/start' nature of coaching sessions? How can we make sure that one coaching session flows naturally into the next one?
Coaching to improve focus
We all know that coaches ask thoughtful questions, but how can we formulate such questions ourselves and bring about the right effect. How can we make sure our questions and instructions are helping our people move forward and not just getting in the way?
Handling difficult employees
What if it turned out that there were no 'difficult people', just difficult circumstances that need handling differently?
Coach my boss? Are you mad?
Mostly we think about using coaching as a means of developing the staff within our teams, but how can we use coaching to manage the behaviour of our boss?
Empathy in coaching
For coaching to really take root we need always to understand exactly how the coachee might be feeling. This article shows you how.
How to generate trsut while coaching
How the Johari Window model can be used to build the trust so essential to an effective coaching relationship
A new approach to coaching
We all know that as managers these days we're required to be effective coaches for our people, but where do we start. How can we learn the required skills. What if our beliefs and assumptions about people are getting in the way of all the models and techniques?
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