The art of challenge is a curious thing. We need stretch, but not too much. Scientifically we need to push for about 4%. One great way to quantify this is to divide 24 hours of a given day by 4%. A quick calculation will tell you this adds up to just shy of 1 hour.
In the context of coaching an effective coachee will outline the appropriate level and pace of challenge required throughout the coaching engagement. Or if we break it
I sometimes joke that my first book It’s Not About The Coach will be best understood when I am long gone. It’s been a few years since it was published and I am still (pleasantly) surprised when I come across similar content.
This week I stumbled across a Motivation Matrix for coaches. It provides a really neat way of assessing a coachee’s readiness and clarity. Simply plotting them in one of four quadrants so that you can serve them best.
We can be in flow for about 15% of our waking time, which normally equates to about 2.5 hours per day. This stat is probably quite easy to relate to…for a couple of hours a day we act and feel our very best.
So if this is how much rocket fuel we have at our disposal let’s consider using it wisely. When do we need to bring it? Equally when do we need to keep some in reserve, a quick boost
Being in flow is often reserved for times when you need it most, quite rightly. Important meetings, presentations or problem solving activities that require your ‘A game.’ We talk about optimising the machines around us all the time. Software – updates, upgrades, versions, bugs and fixes.
I apply the same approach to our human software (and hardware). How can we update our knowledge, upgrade our systems, be a better version of ourselves, iron out the bugs and fix our attention on
The benefits of reflecting on performance are easily defined. Who wouldn’t want to sign up to increased self-awareness, an enhanced ability to make decisions, growth and the capacity to generate innovation and the ability to be compassionate. Sounds good right? However, reflection isn’t a silver bullet – it doesn’t always cut through complexity or provide an immediate solution.
Certain ingredients are required. We know that reflection won’t burn a hole in your bank balance, but it does require that precious commodity
I’ve posted previously about the differences between skills and state. But what next? Well if you can acquire skills and develop your state then this influences your story and your strategy.
Firstly, the stories you tell yourself can vary greatly depending on your current state. When you are filled with confidence your inner critic is silenced. But when you feel overcome with ambiguity, your perception of the story does not have such a happy ending.
This of course influences the strategy –
Over the last few months I have been busy working with the CIPD to create a suite of courses for a new Health & Wellbeing Series. Perfectly timed for the New Year is an invite to a 1-day pilot of the Workplace Wellbeing Strategy course. Better still attendance is free of charge! That beats secret santa and any stocking filler hands down.
Please be aware that there are a maximum of 12 places so bookings are first come first served. If you would like to attend
On your marks, get set, coach! Well in this final video (of 7) we know full well that coaches are ready to explode off the blocks on the B of the bang! Here is what it looks like for the coachee however…
In paradigm #1 it’s transactional, our coachees are not ready and they have to start minding the gap. In paradigm #2 coachees are on the line of readiness, they are self coaching and there is still room for improvement.
I guarantee many of the 9 characteristics of coachability that we touched upon in the last video will already be on your radar. We might not share the exact language but don’t let that separate us…
Complete with a few tips here is the source of coachability…
Authenticity – are your making your values valuable?
Develop awareness of self (and others) so that you can begin to attune your needs (inner) to the environment (outer). Watch out for the conflict between compliance and defiance when
The questions just keep coming and coming, under fire a coachee has to deliver. If we are assessing coachability then we need a map to fall back on. A way of locating our present position, helping us out when we get lost and/or agreeing our next steps. In short, what are the characteristics of an effective coachee? There are 3 ways to go about this challenge…
The coachee maps out the areas that are important to them, so that they can be