Are your traditional routes to goal achievement working? Our guest blogger Susie Dennis explores different routes to developing new goals.
It’s January, my inbox is full of ‘Goal setting’, ‘Intention setting’, ‘Starting 2019 with some sort of lofty resolution’. 2019: make a list of 19 goals. Join us on a 40km or 80km challenge. Linking to Apps with no direct social interaction. I am exhausted looking at it!
We write our lists, set goals, but how do we go about achieving them? There are no added pages for strategy. The rules are not given for how to ‘overcome’ all the excuses. No guidelines for the small steps in between Zero to Hero. Is the “hero’ a list of ‘stuff’, new car, job, place to live, holiday? Is it a list of learning? Courses to attend, interests to take up. Is it is a ‘health list’, loose weight, eat healthy, more exercise, I ‘should’ start: running, yoga, meditation?
Into the fourth day and already the focus has shifted, I can’t start my diet — there is too much cheese to eat up, can’t waste it. It is too cold to start running. The New Year sales are too good, preventing control of finances. Inbox at work is too full, meetings to attend. Only a couple of days until the kids go back to school, wanting to spend time with them.
How can I cope? Is there a better way? Continue reading
So why bother to introduce coaching in your organisation? What are your employees going to get out of it? Can people really support each other in their learning and development through having a simple developmental dialogue?
Read on for the latest research and to learn more about the benefits of coaching. Get the answers to these frequently asked questions about using coaching in the workplace. Continue reading
With the rise of internal and external coaching supervision, the development of coaches and their practice has been the central concern of both organisational scheme organisers and professionals. However, what is not well known or understood is the extent to which coaches themselves receive coaching as part of their personal development, as distinct from supervision on their professional practice.
Dr Paul Stokes and Lis Merrick completed an initial survey into this area and would like to share with those kind individuals who completed the survey, plus anyone else who is interested, what we discovered. Watch our webinar sharing our data, or read the article outlining our initial thinking. Continue reading
The key players are the senior executive and the coach. However, executive coaching does not occur in a vacuum. There are a number of stakeholders involved in the executive coaching process — the executive’s leader, peers, reports, Human Resources — but the real focus is on the relationship between the coach and the individual executive. Continue reading
Is your senior leadership team under increased pressure as a result of increased regulation, changing demands and the need to be more accountable? Do you know senior executives who have expressed an interest in wanting to grow and improve? Or may be you know senior executives who need to improve their performance. What have you offered to help them? Are you making the most of Executive Coaching? Continue reading