The STEER coaching model outlines a coaching process to follow when a manager’s role may require them to be both trainer and coach. The mnemonic STEER describes 6 steps in the coaching process: the S – refers to spot the training needs of staff and consider ways those needs could be met; the T – refers to tailor the training content and style to meet the needs of the individual. The E –

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 I’ve decided that being literal – doing something in exact accordance with the explicit meaning of a word – is unhelpful. And I am reminded of this whenever I hear busy managers say they’ve embraced the “open door” concept to the nth degree and find themselves without quality time to do some of their work. It’s the interruptions, the pop in staff, the “it will only take a minute” merchants and the noise and distraction of office life in general,

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Have you ever thought you’d like to “do more” with your life? Or perhaps “be more” in some particular way? Or even “have more” of something or other? If you feel “stuck” and wondering if you are holding yourself back in some way, then now may be a good time to see if you have some self limiting beliefs (SLB) that are getting in your way. Find a quiet spot and ask yourself: (1) What are my self limiting beliefs?

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The Foundation of Coaching has been created to support the development of coaching as a profession and as a way of making a difference in the world, through the lives of individuals. is a non-profit, non-commercial, independent resource for coaching research, education, practice and communication. An off-shoot of this, the Global Convention on Coaching, is a year long initiative which all key stakeholders involved in coaching (consumers,

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The International Coach Federation say in their latest report that the number of coaches applying for and holding an ICF credential are growing. Currently, 3,221 coaches hold a credential, including 1,464 Associate Certified Coaches (ACC); 1,133 Professional Certified Coaches (PCC) and 624 Master Certified Coaches (MCC). This is a great achievement and augers well for the future of coaching around the world, as there are 150+ local chapters in 41 countries.

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Coaching myth No. 4 is the one that says “coaching will fix everything”. While coaching is a very effective way of supporting people to improve their personal management practises or achieve specific goals, it isn’t a “miracle cure” by itself. A coachee can only do their own work, in their own way, in their own time frame and on things that are in their control. A coachee’s ability to change things that impact upon them yet are outside their control,

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I’ve been reminded this week of the power of simple actions. I had been mulling over a particular issue for several months and while I had no concerns at the beginning of the situation, a month in I felt mild concern and of recent weeks, huge concerns. I felt burdened with thinking about the issue and in considering what steps I could take to improve it. I had analysed to the point of paralysis.

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One comment I hear most days from busy, stressed out people, is how often they find themselves saying “yes” to a piece of work, when they really want to say “no”. The reason given for saying yes rather than no is typically the same – they don’t want to let someone down – even though it will create more work and possibly more stress for themselves. When I ask people about the factors that propel them into saying the yes rather than a no response,

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I do have a bee in my bonnet about team building activities, I must say. In fact, I’d go further and say it’s more like a whole hive. And it’s because so many managers arrange them without first determining the specific goals they want to achieve; without determining criteria to measure whether the goals were achieved; and without determining how they will monitor their progress against the goals. And often there is little work done with team members to ensure there is a skills transfer after team or group activities to ensure any new learnings can be integrated into individuals’

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