I’ve often heard people say that “common sense is all that’s needed when
coaching others”. And while I think the notion is attractive, the
difficulty is that common sense is difficult to define. The Collins
Dictionary defines it as ‘good practical understanding’ – but of what
exactly? And can we be sure everyone has and operates by the same
definition? We can’t and therein lies the difficulty. Instead, I would
say that coaching others requires the coach to be skilled in a number of
core coaching competencies: setting up a sound foundation at the start
of a coaching relationship;

 » Read more about: Management coaching myth No.2 dashed by personal management trainer  »

The first coaching myth that needs to be shattered is the “coaching is
about telling people what to do”. I’m not sure why it’s so popular, but
it is a common notion for those not in the know. So to set the record
straight, ‘coaching’ doesn’t mean telling people what to do. Instead,
the coaching process is designed to help clients view themselves or
their presenting situations clearly enough so that they can best
determine what is going on and what is needed.

 » Read more about: Management coaching myth No.1 shattered by personal management trainer  »

It’s never been easier to find a ‘good’ coach, thanks to the work of the
International Coach Federation (ICF). If you haven’t heard about it, the
ICF is a “non-profit, individual membership organization formed by
professionals worldwide who practice business and personal coaching. It
exists to build, support and preserve the integrity of the coaching
profession, through programmes and standards, supported by the
individual membership”. It currently has 10,500 members in 80 countries
and has 145 chapters in 40 countries.

 » Read more about: Finding good coaches made easier by the ICF  »

Over the years I’ve had a few people come to me for business coaching
who didn’t want to come but were ‘forced’ to by their business or
personal partners. I never knew this until I had the person in front of
me, looking and sounding reluctant and resentful.and who could blame
them. I’ve noticed that some people don’t realise coaching is a working
partnership between the coach and the client.

 » Read more about: Forced participation in business coaching often unsuccessful  »

One particular issue that makes my heart sink, is when working with
managers or business owners grappling with a long-standing
organisational issues, I discover they think coaching will be a “quick
fix” solution. This is worrying because coaching, effective as it is,
has its limitations. In itself, it isn’t a miracle cure (how could it
be?) but it is a highly appropriate mechanism for managers and business
owners to look at what has contributed to the development and
maintenance of long standing issues (i.e.

 » Read more about: Management and business coaching not a quick fix, coach warns  »

I’ve been interested to hear over the years how “management coaching”
is, in some quarters, perceived to be beneficial for “new” managers only
and not experienced ones. I don’t agree with that notion because
managers at every level of responsibility and experience have different
needs at different times, as they go along the management path. There
are however common issues managers face at every level: having and using
effective time management techniques,

 » Read more about: Management coaching not just for new beginners, personal management  »

I never used the word “coach” to describe what I did when I started my
business in 1992, because “coach” was used mainly in relation to sports
and opera singing and not in the world of management. And it is only in
the last few years I’ve used the coach label, because now it is more
acceptable. It’s everywhere now and fast being adopted by different
sectors. Who hasn’t seen advertisements for a financial coach (financial

 » Read more about: Coach label best avoided  »

I’ve found in my and others’ experiences of reviewing small, medium or large businesses, it appears that despite their size or complexity, they have all shared similar needs. For example, the need to have a general look at the whole business to see where improvements could be made, or, the need to redevelop a specific area within the business, or, the need to do something about known, often historical problems. Doing a review, albeit a major or minor one,

 » Read more about: Reviews  »

The Y2000 bug scare earlier this year created a flurry of activity in both large and small businesses in the months and years preceding ‘the day’. It forced owners and managers to imagine a range of ‘what ifs’ in relation to their businesses’ computer-reliant systems. It lead them to check their systems and procedures, take corrective actions where needed and conduct test runs before ‘the day’. The collective sighs around New Zealand when the expected didn’t eventuate was both heartfelt and gusty.

 » Read more about: Crisis Management Plans  »