Working Together
Through coaching I have helped individuals:
- become more aware of their impact on other people
- work out how to bring out the best in individuals and teams – starting to behave differently and choosing new ways to respond to others
- develop greater clarity when making decisions
- identify obstacles to success – particularly self-limiting beliefs and habits
- perfect the art of quickly learning from experience
- identify personal resources and strengths, and develop confidence in their own personal style
- develop creative or innovative solutions for working with challenging people
- work out how to positively influence colleagues and clients
My approach to coaching is informed by psychology, 20 years commercial experience, and my experience as a line manager. I draw upon leading-edge thinking in areas such as: Transactional Analysis, Neuro Linguistic Programming, Gestalt, and Positive Psychology.
I often adopt a Solutions-Focused coaching model because it tends to be expedient, results-oriented, and positive – using the coachee’s unique strengths and resources to think for themselves and develop their own solutions. However, my approach is flexible - the structure and content of each meeting is tailored to the individual’s needs and personality. My style is both challenging and supportive.
Working in partnership
It’s important that we want to work with each other. Research has shown that the relationship between the coach and coachee is twice as important in determining the achievement of objectives, as the coaching model that’s used.
Before committing to coaching, we would meet to discuss objectives. We might work out how to measure Return On Investment, and we will estimate a realistic time frame for change. We will discuss how I work, and whether or not coaching is likely to be the most effective developmental option. In addition we will discuss confidentiality. (I encourage coachees to track progress, and take responsibility for updating their manager or HR partner.)
Most people arrange a programme of six coaching sessions. However, sometimes three will be sufficient. Occasionally, if someone wants to get clarity on a very specific decision, or issue, they may find one session is all they need. Each coaching session can last between one and two hours.
At the start of each coaching session, we agree objectives, and we might review practice and experiences between meetings. I might ask questions to:
- help people determine their own goals and create realistic action plans
- open up new ways of thinking and different perspectives on a problem or situation
- help people think, and work out their own answers
- encourage people to take appropriate risks
- develop self confidence
- build and maintain commitment to implementing plans and reaching goals
Feedback
In addition to asking insightful questions – simply reflecting back someone’s thinking, behaviour, or impact, can help them choose to change, or develop their confidence. Sometimes it’s useful to use a personality profiling tool, or feedback from colleagues to increase self-awareness. Some coachees ask me to give them feedback after having observed them at work. We might rehearse challenging conversations, or we might use what’s going on between us, in the present moment, to gain insight into what’s happening back at work.
Coaching is most effective when people are committed to changing, and willing to invest time reflecting, and practicing new thinking patterns or skills. Between sessions, individuals might ask for feedback from key people; observe someone with particular skills; hold a certain conversation; read a particular book or article; or simply note the pros and cons of a pending decision, for example.
Toward the end of each session, we will review what the Coachee has found useful, and not so useful, in order to continuously improve how effectively we work together.
“I really recommend Amanda as a Leadership coach as I believe she perfectly balances style, skill, experience and business understanding.”
Amber Regan, People Team Manager – OMD, 2007