All entries in Coaching Toolbox
An example of how I have used The Peoplemap with an executive coaching client may prove useful to demonstrate the power of this unique assessment. June (name changed) came to me for coaching. She wanted to improve on her role as Vice President of a department with a major international
By: Marilyn O'Hearne, MSW, MCC
Do you find yourself on the thin line of wanting to be direct without crossing the line into being too directive where you lose clients, customers, direct reports (and fail your coaching exam)? My desire to see you getting the best results and being more
By Steve Demaray:
Personal change is difficult, whether it involves losing weight, quitting smoking our taking control of our money. Let’s face it, we could all stand to make some tweaks here or there in our lives but so few of us get around to taking action. When it comes to money, I was
By: Elizabeth Saigal, Ph.D. CLC
The idea of personal control has been central in psychology for many decades. It is a key element of Julian B. Rotter’s Social Learning Theory of Personality as well as Martin E. P. Seligman’s Theory of Learned Helplessness. According to both these
By: Elizabeth Saigal, Ph.D. CLC
Towards the end of the coaching conversation coaches can sometimes use the SMART acronym to bring the client even more clarity around their way forward. This acronym is now widely used across industries for project management and personal development
By: Michelle Armstrong, BCC
When I first started coaching I felt insecure because, while coaching is led by the clients' agenda, I felt like I needed to be able to lead and guide more if the client needed it, and more importantly for my own confidence as a coach. I knew I had everything
By: Elizabeth Saigal, Ph.D. CLC
Coaching conversations incorporate process and action coaching. When client focus is on clarity and deepened understanding, process coaching is emphasized, and when the focus is on goal attainment, action coaching takes precedence. However, every coaching
By: Elizabeth Saigal, Ph.D. CLC
Each of us develops ways of interacting that give us a sense of control. These behaviors and associated attitudes are developed for perceived safety. They become automatic and prevent us from expressing more empowering, conscious, and balanced responses
By: Marilyn O'Hearne, MSW, MCC
“Imagine a Tarzan like vine dropping down from heaven that will take you from the brown, barren mountain you have described to the lush, green mountain, where you want to be. What is that vine?” I asked the coaching client.
“Oh, I know! It is something
By: Elizabeth Saigal, Ph.D. CLC
The previous two posts in this series focused on how working too hard and engaging your own ideas and attitudes can reduce coaching effectiveness. This post looks at how wanting to be liked undermines the coaching process.
Clues that a desire for personal
