We wouldn’t be human if we didn’t jump to conclusions. But when we test our assumptions beforehand, we can make better decisions, avoid unconscious biases, and adjust our initial reactions. Chris Argyris’ Ladder of Inference provides a structure to do this, making it a useful resource for anyone, especially mentors, managers and coaches.
Which coaches, managers and leaders are at risk of confirmation bias? Basically, all of us. Confirmation bias is horribly easy to fall into. It can cloud anyone’s judgement. And it’s wise to know about it so you can keep your thinking clear. Here’s what you need to know
The American researcher and internet phenomenon Brené Brown’s popular book, Daring Greatly, explores the importance of not giving up. Her ideas are inspired by a speech by Teddy Roosevelt, Citizenship in a Republic, delivered at the Sorbonne in Paris way back in 1910. You can read it at the end of this post.
We are creatures of habit, so learning and change can be a tricky thing to drive. Some kinds of change are harder to implement than others. Single, double and triple loop learning, as defined by Argyris & Schön in 1974 can be a helpful way of understanding how we become stuck, and why, when, and how transformational learning is more likely to occur.
Virginia Satir was an influential American author and psychotherapist, respected for her innovative approach to family therapy during from the 1950s onwards. Her pioneering work led to her nickname, the Mother of Family Therapy.
Human beings have always told stories. In the beginning, we huddled around campfires. These days we huddle around the TV, mobile or computer, in pubs and restaurants, at home and at work, to create and consume the stories of our lives, other people's lives, businesses and the media.
Change can make a lot of us feel very uncomfortable. We can find ourselves lost in the midst of change, unsure how to move forwards, worried about the results and implications of doing things differently. Some people are so reluctant to change that it can cause real problems. As a coach, manager or mentor, change is something you’ll to support people with.
What is ‘presence’ in coaching? It can be hard to define, although when you are with a coach with real presence, you sense it immediately. A coach with genuine presence is highly self-aware and they are mentally, and emotionally present. They have an open, flexible, grounded and confident style. There are interested and focused upon their client.
Self-Determination Theory (SDT) has made a significant impact to field of study of human motivation. SDT added a more multi-faceted understanding of motivation. This approach can be used to better understand yourself and others.
Have you heard of Stephen Covey’s Circle of Concern and Influence? It’s extremely useful for coaches and managers, a powerful model to apply to both individuals and teams. So, what’s it all about, and how might it help you survive those downward mood spirals that sometimes hit a group of people, then spread out more widely to others?
In this blog, I take a closer look at the idea of creativity being seen as a process of ‘joining-the-dots’ and how this idea links to what we know about both individual and group creativity. And how you can use this understanding to bring creativity into your world.
You’re a business manager, leader, change agent, mentor, or coach. Your working life is all about having significant conversations that encourage collaboration, and a big part of that is influencing others. It’s a constant challenge.
Martin Seligman’s PERMA Model of Well-being can be a useful concept to apply to your own life and work, as well as within in a coaching context. It can provide a framework that you can use with your clients to calibrate more positive emotion, meaning and purpose in their lives.
What exactly is minimalism and the benefits it has to offer? Essentially, it is all about how less can really be more. The original minimalist movement is recognised as first beginning in the art world. Emerging out of New York City, in the late 1960s.
You will probably be familiar with the following famous quote, shared at the beginning on the COVID-19 pandemic. “We are not all in the same boat. We are all in the same storm. Some are on super-yachts. Some have just one oar.”
I described the experience as a ‘collective trauma’, no matter which boat you journeyed in. Here, I explore what it means to describe the COVID-19 pandemic in these terms, exploring the lesser talked about side of trauma: Post-Traumatic Growth (PTG).
What are the chances of you existing at all? This was the question that Ali Binazir, the critically acclaimed author and self-described ‘Happiness Engineer’ asked himself. The answer he arrived at: 1 in 102,685,000. Or 10 followed by 2,685,000 zeroes.
In this blog, I take a closer look at what Jim Collins and Morten Hansen, the American researchers, authors, and consultants have contributed towards our understanding of luck. Then in turn, how we can apply this understanding to recent events related to the COVID-19 pandemic.
Solution-focused approaches to coaching advocate that people are inherently resourceful and creative. It therefore stands to reason that, under the right conditions if we can facilitate groups effectively and in a collaborative way, the potential for even better ideas and outcomes will follow.
As coaches we want to make a difference. We want to see our clients grow and develop. We are motivated to see clients become unstuck, to achieve their goals and be successful. Sometimes subtly though, our great intentions can go awry.
Michael and Jack Whitehall are an unlikely double-act - a father and son duo. In their talk-show, Backchat, and with their recent travel shows, Travels with my Father, they constantly, repeatedly miss each others’ point. Their humour is based on the fact that Michael aged 79 and Jack aged 29 live in the same world but also inhabit totally different worlds. Their assumptions, their beliefs, the things they value are at total variance with each other.
In today’s complex, fluid world, many of us define ourselves by just one or two aspects of our identity. These identity-defining aspects are very important to us, and when we become invested in them that investment often takes the form of very strong emotions.
Awareness is a vital part of the foundation on which Gestalt coaching sits, a core principle underpinning it. As a coach, awareness is the backbone of your practice - awareness of yourself, others and the contexts or systems you and they are operating in.
In business it’s our USP, our Unique Selling Point, how we distinguish ourselves from everyone else, that makes us different, that makes us special. That’s why people want to buy from us. Our brand is what makes us distinctive. Our USP is the very thing that makes us what we are, our ‘thisness’.
As recently reported in New Scientist magazine, innovative chatbot software created by London HR company Saberr is helping team members communicate better. Called CoachBot, it assesses workplace dynamics, 'listens' to people's complaints and puts forward ways to help make teams more productive.
People frequently talk about levels of listening as if listening is a set of logical steps that you can access one after the other. Sometimes listening is compared to driving from first to fifth gear then back down again, occasionally back tracking and moving into reverse!
As executive coaches, listening out for the ways in which clients use metaphors in their business systems, can provide valuable insight. It gives information, data that can be drawn up to the surface of their thinking and evaluated, kept or changed.
Executive coaching as a profession is growing rapidly. How coaches position themselves is becoming increasingly important. Coaches need to be able to communicate their distinctiveness and what they offer confidently and succinctly.
Many people think coaching is easy. After all, doesn’t it just involve waiting for the person you’re coaching to arrive at their own answers? However to be the kind of coach that makes it look effortless, you first need...
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