Coaching is all about change. Doing things differently. Being different. Taking on new things. Breaking old habits. And for every change to be successful, there needs to be a transition. The psychological shift if you like. The mind-set, attitudes, values – all of these need to alter before the change can be sustainable. Each transition
Coaching
Technology to support the coaching culture
Technology is an enabler. It enables you to be more effective and efficient; and to make informed decisions. Your coaching strategy will lead you to the kind of technology you need to underpin it. You can see the full blueprint for Creating a Coaching Culture here. Working through the coaching strategy blueprint, you might use technology
Coaching Culture: Internal Coaches
Why create an internal coaching function? If, like many organisations, yours does not have a strategy for coaching – or a function to manage whatever coaching is happening – it can cost the organisation not only money, but lots of opportunity costs too: not aligning to the business strategy not gaining economies of scale not measuring
Coaching Culture: Coach matching
Today’s post is from guest blogger, Stan Woster, of Coachmatch. As the name suggests, this is a company that matches coaches to clients. So I asked Stan to give us his top tips for matching. Stan writes: As Head of Client Services at Coachmatch, I hold responsibility for the delivery of our Coaching services into
Coaching Culture: Harvesting the Learning
In order to make sure that an organisation gets added value from coaching, consider how you are “harvesting the learning” at a thematic level from all of the coaching that is going on. Often, coachees bring similar issues to coaching, and sometimes they are issues that could be better addressed at the systemic level, rather than
Coaching culture: coaching supervision
Why coaching supervision? “The purpose of supervision is learning that leads to the continuous development of the conscious competence of the supervisee and the supervisor and to a higher level of practice. At its core, supervision implies an accountability to learning – that of the supervisor and supervisee – that may extend to that of
Coaching culture: roles
If you like to see the big picture of how this series fits together, take a look at this blueprint for Creating a Coaching Culture. I’ll continue to write posts that fill in the boxes. Today’s post gives us an insight into the roles needed to support the creation of a coaching culture. First and
Coaching culture: where can coaching add value?
So far, in our series about creating a coaching culture in an organisation, we’ve looked at what is the problem you are trying to solve?, experiencing coaching, integrating coaching into every process and how will we know it’s been successful?. What else do we need to think about when creating a coaching culture? You know from the above what
Coaching Culture: how will we know it’s successful?
Evaluation of your coaching culture starts at the end result – with the performance outcomes for the business. But that doesn’t mean that you should wait to come up with an evaluation strategy until the work has started or even ended, because you might end up doing the wrong work that doesn’t lead to the measures of success
Coaching culture: integrate into every process
You can train people how to coach, but if they don’t see a connection with the way that your company’s processes are carried out, they are not particularly likely to put their new-found skills into practice. For example, what is the philosophy of your performance management process? Does it reflect more of a command and
Coaching culture: experiencing coaching
We established in last week’s blog that establishing a coaching culture is not an end in itself, but a means to an end. And, as with all culture changes, there are multiple levers that need to be pulled in order to make it sticky. I always advocate that people receive coaching as a first step. You can
Coaching culture: What is the problem you are trying to solve?
One of my ex-bosses had a bit of a catch-phrase (thanks for the legacy John). You can tell it’s a catch-phrase because a) he said it all the time and b) I have never forgotten it! That catch-phrase isn’t very sexy, but it IS really powerful in a business sense: “What is the problem you
Human Centered Talent Management
I listened to a wonderful podcast this morning by an ex-colleague and good friend Antoinette Oglethorpe, in conversation with members of the Association of Coaching Supervisors. It was a wide-ranging discussion about talent management, and how coaching supports succession planning through the discovery of an individual’s aspirations, support for their development and help through transitions into
Why I do what I do
Thanks for all of your well wishes for my new business. It’s funny – it’s new and yet it’s not new, if you know what I mean. I’ve been coaching for 13+ years now, and would class myself as an experienced coach; so what I do isn’t new. What’s new is running my own company, and I am learning about
Clare Norman Coaching Associates Ltd
Over the past few months, I’ve been getting clearer and clearer about my next career steps. It’s been an exploration, with lots of new discoveries about myself along the way. And where am I today? I set up Clare Norman Coaching Associates Ltd on 19th January, and am well on my way to building a successful
Fear of uncertainty
It’s a fact…our brain hates uncertainty. In fact, it craves certainty. So discovered David Rock through his investigative interviews with neuroscientists. Just like the fears I discussed last week, this is true for every human being. This got me thinking about my own life. I like to be in control and to plan the future
