Whether you are aware of it or not many if not most of your behaviours, actions, words and decisions are influenced or led by your implicit or explicit set of values and beliefs. Being aware of what your specific values and beliefs are can help you...
Like any profession, coaching and mentoring is not exempt from the need to maintain paperwork and notes, thankfully there is little and there is learning for all in that which is created and used – there is a purpose to it! Most paperwork associated with coaching...
Whenever you are about to coach or mentor it is important to prepare yourself for the session ahead, just as you would encourage the learner to do the same. Prepping rooms, collating notes booking the meeting are a given, but it is the more psychological part...
The initial meeting with a new coaching client can be unnerving especially for the new coach, wanting to be professional as possible and trying to remember all the elements they need to do. The first session with a client isn’t usually a coaching session, though during...
Coaching like projects, new initiatives or change programmes, has stakeholders. Some will be more important, some will be proactive and some silent partners who simply need to be updated periodically. Early identification of who these are for you from either introducing coaching to your organisation...
Whilst effective coaching and mentoring can play a valuable part in organisations there are barriers to it being considered and used operationally. These perceived or actual barriers in organisations are valuable to understand and more importantly address in order to increase the likelihood of success...
Building on from ‘What is coaching?’ it is important to differentiate coaching from other development approaches to understand the different roles and approaches of each. Training, Coaching and Mentoring all have their place in organisations to develop employees, but they all are different requiring different...
Coaching and coaches can add an enormous amount of value to organisations and employees, touching every facet of work, behaviour and leadership. Knowing where and how coaching can benefit organisation and employee alike can add significant support to conversations with stakeholders and decision makers when...
Many people and when asked if they offer coaching as part of their development say ‘yes of course we do coaching…’ This is when we dig deeper and ask some exploratory questions. Why do we do this? Experience tells us that people and organisations inadvertently use...
The ADKAR model is one of the most important models in ensuring the change process occurs efficiently. The model focuses on the ‘people’ element of change, specifically how to ensure the employees involved support and believe in the change. Once this has been done, the...