In the last three weeks I've had yet more reminders that customer service is almost non-existent in New Zealand. I'm saying this in the context of large service organisations (not retail) and small service providers (private sector) who don't respond to telephone messages or email requests for information. And the most astonishing thing is that when, after five or six attempts at contacting the people concerned, their response to not returning telephone messages or emails,

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What should people look for in a coach? I'm often asked this and my short answer is "a lot". The only way to find out about a coach is to ask a number of questions. Here's my first 10 questions: (1) How long have you been coaching? (2) How many hours of coach-specific training have you had? (3) What coaching credentials have you got? (4) What's your membership status with the International Coach Federation?

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I've learned a bit about 'tolerations' over the years and until yesterday, thought I had got them sorted. I had reduced my tolerance levels to irritants like dripping taps or an untidy office space, finding they were distracting and wearying and fixing the irritant the moment it first became obvious was the only way to go. Yet over the last three weeks I have tolerated extremely poor service from two service providers.

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I've done a lot of learning over the years, that has included formal tertiary studies as well as informal skills acquisitions. I've known for a while that there are always frustrations mixed with the joys of learning, but until relatively recently, I didn't realise there were a number of sequential stages to be gone through in the learning process. I've found too, that the stages can't be skipped, however much we'd like to do so.

 » Read more about: Joys and tears in new learning, management trainer says  »

An often-heard coaching myth is that face to face coaching is the only way to work with clients. I say no, that isn't so, as other forms of coaching – over the telephone, through emails – are equally effective and valuable.    The principles of working with a client are the same no matter what format is used – setting the foundation through establishing a coaching agreement; co-creating the relationship, by establishing trust with the client and a coaching presence;

 » Read more about: Management coaching myth no. 3 exposed by personal management trainer  »

 

I pride myself on my time management skills yet every now and again I find I temporarily fall off the time management wagon. My downfall is post-it notes. I love them, so much so that when I'm working away and think of something I must do on something else, I write it on a post-it note and stick it on the front of my printer. It is a good system until I reach the point when I can't see the printer,

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A common theme emerges when talking to managers working in high pressure, high profile sectors – their description of working in what feels like a relentless squeeze. A squeeze created by heavy workloads, constant pressure and sometimes just enough organisational resources to get the work done. Another common theme is that of great fatique, the inadequacy of annual leave to refresh or regenerate and their distress in realising that their heart may have gone out of their job, even though they like aspects of it.

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An amazing thing occurred this week throughout New Zealand and Australia. The annual coach week was held from 14 – 18 May 2007 to raise community and businesses' awareness of coaches and the coaching profession. A number of different events happened, ranging from complimentary one on one coaching sessions by coaches, held in city shopping malls, to key speakers touring around different cities, speaking at coaching events hosted by International Coach Federation (ICF) Chapters.

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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  »