If you’re an accomplished trainer, you’ll hopefully know a bit about neuroscience, different speeds of learning, engaging learners by asking questions, spacing learning, reflection, and putting new skills into practice. The good news is that, as a coach, you will definitely need to draw on these skills. A desire to help people achieve their own results is a useful starting point, but the best advice for the trainer come budding coach is to undertake some coach training. I recently wrote an article for The Charity Learning Consortium on the process of moving from trainer to coach, looking at some of
“Understanding these reactions can help you develop your approach, get the most out of your coaching relationships, and build your appreciation of the thoughts and feelings that the prospect being coached can provoke.” I had the pleasure of writing another article for the wonderful people at The Charity Learning Consortium. I looked into the reactions that leaders can receive when they adopt a coaching approach in the workplace. Some people will be on board, others very hesitant. These reactions can be classified into a traffic light system. To learn more about this approach, read the article here.
“I think the people in this country have had enough of experts…” I recently wrote an article for The Maverick Paradox, considering the idea of ‘the leader as the expert’. I looked at how we’re adapting to communication barriers over Zoom and Teams, how we convey our knowledge through our words, tone and body language, and how the expertise in leadership is becoming redundant. To delve deeper, read the article here.
Recently, I wrote an article for the brilliant guys over at The Charity Learning Consortium. I considered the question ‘What does coaching really mean?’ I dove into the work of Timothy Gallwey and his Inner Game approach, the nature of improved performance and the difference between a coach and someone who is there to purely pass on their wisdom. Read the blog post here.
“I’m a bit of a maverick when it comes to competition in business. You see, I don’t think I have any. Before you accuse me of all sorts of arrogance, let me explain. It’s not that I don’t recognise that there are other people out there offering the same thing as I do. It’s that I don’t care.” Last month I wrote an article for The Maverick Paradox on Maverick competition in business. I explored the idea of competition being an abstract concept and the true nature of ‘healthy competition’. Read the full article here.
Late last year I was a guest on the wonderful Kelly Loudermilk’s POP Talk. We spoke about the benefits of leaders assuming the role of coach within their organisation. We also discussed helping those leaders who find this way out of their comfort zone. Listen to the podcast here.
“We might replace the terms ‘misconduct’ and ‘capability’ with the more optimistic ‘willingness’ or ‘ability’.“ I recently wrote for Training Zone about the way employers conduct themselves around poor staff performances. A friend of mine found a new job in sales after a long time out of work. He was both relieved and excited to land the opportunity because he felt he had exactly the right mix of skills and experience to be successful.After a promising start, however, things began to take a turn for the worse. The company’s main product changed, making it much harder to sell and less relevant to
“Only people can achieve targets and they need to be allowed to learn their own effective ways for doing so.“ I recently spent some time with the brilliant Tim Gallway, author of The Inner Game of Tennis, and i wrote about my time with him, and all that i learnt, in an article for Training Zone. My intention in the article is to show that inner game coaching principles can make a real difference in a work situation by setting out what happened when I used them to improve performance in one of my client’s organisations. Please check out the article
“If we coach our people properly we can hold them accountable for their performance and develop them at the same time.“ More and more organisations are ditching annual appraisals and formal performance reviews, but before we throw the baby out with the bathwater, let’s look at why coaching might be a better alternative. I wrote an article on this topic for Training Zone, check it out!
“The notion of GROW coaching can make us believe that asking questions is all there is to coaching, but this is simply not true. “ I recently wrote an article for the guys at Training Zone about the GROW model. Many management training courses focus on the GROW model as a way to teach delegates how to coach, but this seldom works and it’s time we equipped managers with the right skills to coach effectively. Have a read of the article and let me know what you think.