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;
Category: Sue’s Blog
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,
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.
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.
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;
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.
Even though I am a good speller and know how to spell GROW, I like to
add an additional R into the mix! GROW, as it’s currently used as a
coaching model, means the G stands for the client’s goals, the R for the
client’s current reality, the O for the many options available to the
client and the W for what is needed to be done, in order to achieve the
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.
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.
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.