Why Not Coaching

7 Powerful Coaching Questions

2011-12-11T03:22:00.000-08:00

I am fresh from a mastermind retreat with established coaches and brimming with excitement and gratitude. You know how it feels to be energized by powerful conversations?

The rich relationships and collaborative learning are even more valuable when we harvest the gems and use them to transform our mindsets, habits and results.

The moments with the biggest impact in my retreats are when powerful questions get asked at just the right time. The right question can do more to motivate a coaching client into playing a bigger game than reading a whole bookshelf of inspirational books or attending several ‘how to’ seminars. Why is that? Questions, when phrased and timed well, entice us to go inside and look around the many rooms of our heart-mind. We emerge knowing ourselves better than we did before.

Here are seven great coaching questions to ask your clients, or yourself!
1. What do you want?
2. What’s holding you back?
3. What is it costing you to continue holding back?
4. How do you want to change your mind’s programming on that topic?
5. What new habits will you put in place to fortify your new mindset?
6. What is the most meaningful action you could take now?
7. What new skills or support systems will ensure your success?

These are just simple coaching questions. But even the most successful coaching clients will get continual value out of these kinds of questions. The right question can help anyone zoom past obstacles and into a power zone of action and attraction.

Anatomy of a Powerful Question:
- Come from a place of genuine curiosity.
- Are direct, simple and usually open-ended.
- Generate creative thinking and surface underlying information.
- Encourage self reflection.

A question is most powerful when neither the asker nor the responder knows the answer, until the question is answered. Think about it. If we can ask our coaching clients questions that bring out fresh information, we’ve brought about growth and transformation.

Keeping the Inquiry Alive
What makes the right question even more powerful? When you probe for deeper answers. One question may only scratch the surface. If you want to coach in the most masterful way, take the question to its deepest conclusion by asking the simple follow up question: And what else?

See how this simple follow up deepens the question and draws more from the coaching client:
What do you want?
And what else?
What’s holding you back?
And what else?
What is it costing you to continue holding back? And what else?
See what I mean?
The best treasures are buried deep. Try these questions on yourself and then use them to support your clients as well.

Cristina Madeira is a Certified Executive Coach.
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Who’s Buying Coaching These Days?

2011-11-11T02:30:00.000-08:00

It’s a good question.
If you’ve been selling a certain type of coaching such as relationship, career, wellness, leadership, life purpose (put any word before coaching)… you must be wondering this yourself because clients may have been hard to come by.

Many coaches haven’t noticed a blip in the number of people wanting their services. In fact, their income has increased over the last few years and it’s still rising. Their clients are staying longer. What are they doing differently?

Well, I’ll tell you, this may be shocking, but they are NOT selling coaching. And yet they are continuously doing some fine coaching with a wait list of clients.

Here’s what we know about any economic downturn, and there have been several over the last two decades where coaches rode the wave back up ahead of the curve…

People still buy things they want, but they have changed their buying strategy.

They feel they must justify their expenses and they get very serious about what’s really important to them. They dedicate their resources to those things right now.

This is true of all of us. We’ll buy less doodads and think twice about lots of things, but we’ll do things like go back to school or take some kind of training or enroll in a mastermind. We more earnestly look for ways to close the gap between where we are now and where we truly want to be.

People are looking to upgrade their lives, not with luxuries, but with meaning. And this is true of your future clients too.

Cristina Madeira is a Certified Executive Coach.
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Coaching Executivo em Hotelaria - A organização no meio

2011-07-04T03:50:00.000-07:00

Uma relação triangular...

Os últimos 5 anos trouxeram extrema turbulência social e económica. Tal deveu-se à revolução da informação através das novas tecnologias e o fácil acesso a qualquer notícia, à globalização dos mercados, à mudança nos padrões sociais e culturais da família, à consciência ecológica, à responsabilidade social, à customização do produto.

O impacto destas mudanças avassaladoras na vida de todos, reflectiu-se também na vida dos hotéis de forma considerável.

Hoje mais do que nunca os líderes das unidades hoteleiras questionam-se constantemente sobre a melhor e mais duradoura estratégia para serem diferentes, oferecerem algo único e que os distinga dos seus concorrentes.
A tarefa não é fácil. O produto, o conceito, a marca pode facilmente esgotar-se.
O que nunca se esgota são as inúmeras e infindáveis formas de o "oferecer", comunicar.
Este é, e será sempre um negócio de pessoas para pessoas. E é na sua gestão eficaz que tudo se joga.

De que serve ter o melhor quarto da cidade, se quem o vende é o pior funcionário do mundo?
Neste triângulo, quem deve "comandar as operações" é o colaborador. As restantes pontas desta figura geométrica seguram o cliente e a organização ( Hotel).
Mas poderá o colaborador, por si só, atingir o estatuto de melhor funcionário da cidade?
Não sozinho. O papel dos Directores e das Chefias é fundamental neste caminho.

É urgente pensar noutro triângulo.
O Director/Líder, de um lado, a organização, no meio e na outra ponta o facilitador de maximização de performance e suporte na gestão de pessoas, o Coach Executivo.
É aqui que começa uma viagem só de ida. Nada será como antes.
Melhora substancialmente em comparação com o passado.

O Coaching Executivo
O processo inicia com uma reunião de exploração e clarificação entre as partes envolventes.
O Hotel, na pessoa do seu representante e o Director/Chefia (Coachee) definem em conjunto e de forma consensual a estratégia e objectivos a alcançar.

A organização no meio, o Hotel, é quem exige resultados.
Este processo, estritamente confidencial, baseia-se em sessões one to one de 1 hora a 1 hora e meia onde são tratados os temas da escolha do Coachee (Director/Chefia).

Os seis domínios deste processo dinâmico, flexível e sensível a todas as necessidades do Coachee ajudam-no a encontrar o foco mais apropriado ao desenvolvimento profissional centrado em competências de liderança e gestão.
São eles, a personalidade, o papel que desempenha, o ambiente de trabalho, as suas aspirações, as suas competências e vivências de vida.
As sessões são semanais podendo ter no máximo ( recomendável) um intervalo de 2 semanas.
O processo de acompanhamento, avaliação, feedback e motivação para a tarefa pode ter uma duração média entre 4 a 7 meses. Isto é, se bem se entende, o que define o processo de Coaching.
O papel do Coach é o de sugerir o espaço temporal, depois de feita a primeira reunião exploratória. Pode naturalmente sofrer oscilações, ajustes. Como referido anteriormente a flexibilidade é uma constante deste processo.
O compromisso do Coach é, em todo o processo, com o compromisso do seu Coachee.

O que esperar de um Coach Executivo neste compromisso partilhado?
• Suporte contínuo
• Confidencialidade
• Cumprimento do código de ética e conduta profissional
• Compreensão do que é pedido
• Confiança e Respeito, através da criação de um espaço seguro, um ambiente favorável
• Relação aberta e flexível
• Comunicação directa, clara
• Capacidade de escutar
• Colocação de perguntas que revelem informações necessárias para o máximo benefício do relacionamento de Coaching e do cliente;
• Facilitador de aprendizagem
• Desenvolvimento da consciencialização
• Definição de planos de acção em conjunto com o Coachee
• Planeamento e estabelecimento de objectivos
• Acompanhar o progresso e a auto-responsabilização

A pergunta julgo que já vos passou pela cabeça. Afinal o que diferencia o trabalho com um Executivo?...
...o artigo continua na próxima semana.

Cristina Madeira is a Certified Executive Coach.

Use Employee Coaching to Improve Performance

2011-05-17T03:58:00.000-07:00

The goal of performance coaching is not to make the employee feel badly, or to show how much the HR professional or supervisor knows. The goal of coaching is to work with the employee to solve performance problems and improve the work of the employee, the team, and the department.

Coaching Steps
Use these steps in effective and supportive coaching.
• Show confidence in the employee's ability and willingness to solve the problem. Ask him or her for help in solving the problem.

• Describe the performance problem. Focus on the problem or behavior that needs improvement, not the person. Ask for the employee's view of the situation.

• Determine whether issues exist that limit the employee's ability to perform the task or accomplish the objective. Four common barriers are time, training, tools, and temperment. Determine how to remove these barriers.

• Discuss potential solutions to the problem or improvement actions to take. Ask the employee for ideas on how to correct the problem, or prevent it from happening again.

• Agree on a written action plan that lists what the employee, the supervisor, and possibly, the HR professional, will do to correct the problem or improve the situation.

• Set a date and time for follow-up. Determine if a critical feedback path is needed, so the supervisor knows how the employee is progressing. Offer positive encouragement. Express confidence in the employee's ability to improve.

Cristina Madeira is a Certified Executive Coach.
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Dynamic Executive Coaching - O que é e como funciona?

2011-04-28T13:57:00.000-07:00

O prometido é devido. Apresento-vos esta única e pioneira metodologia que ainda não chegou cá...falta atravessar o Atlântico.

Trata-se de uma metodologia dinâmica, aplicada ao Executive Coaching e criada para desenvolver no executivo a consciência da própria individualidade, valor, capacidades e talentos. A partir daí, construir a sustentabilidade da excelência na gestão, com base nas competências cruciais conforme cada caso e circunstâncias (Otega y Gasset afirmou: eu sou eu e minhas circunstâncias).
O foco das sessões de dynamic executive coaching é constituído, simultaneamente, pelos conteúdos de Executive Coaching e Life Coaching, acoplados no mesmo objectivo, negociado e estabelecido com a organização e o executivo/coachee.

Esta metodologia dinâmica representa um diferencial arrasador: enquanto a verbalização tem uma potência transformadora inferior a 20%, a vivência dinâmica salta, fácil, para mais de 50%.
Uma sessão individual dura 2 horas: a primeira, verbal, a segunda, vivencial. Podem ser realizadas sessões de grupo, devendo ajustar-se a duração da sessão ao tamanho do grupo, para preservar a eficácia e a qualidade do processo.

A metodologia vivencial, chamada de Vivências Holodinâmicas, recorre a técnicas de activação da energia (andar, correr, dançar, respirar, etc.), de catarse e de relaxamento. Fundamenta-se em vários autores, dentre os quais podem ser destacados os que vêm a seguir, além, obviamente, da experiência e conhecimento do próprio criador da metdologia:
• Wilhelm Reich – Bioenergia.
• Alexander Lowen – Bioenergética.
• Rolando Toro – Biodança.
• Osho – Meditação dinâmica.
• Albert Bandura – Auto-eficácia.
• Abraham Maslow – Auto-realização.
• Mark Leary - Auto-expansão.

O criador da metodologia trabalha, no momento, na elaboração de um livro em que estarão vasados os fundamentos teóricos, as especificações técnicas e os principais resultados.

Porquê vivências holodinâmicas?
Vivências, porque as abordagens verbais passam a ser subsidiárias e complementares do processo vivencial. Holo, do grego, hólos, significa total, inteiro. Este princípio é nuclear para a compreensão do executivo como ser humano integral, a um só tempo, somático, psicológico, social e transcendental. Dinâmica, do grego, dunamikós, potente, eficaz, que se move.

As vivências são realizadas com os pés descalços ou com meias e roupa informal, para livre movimentação do corpo. Por isso, convém que o participante esteja com vestimenta apropriada, tipo ginásio. Aquele que, eventualmente venha do trabalho ou de evento social, pode, evidentemente, fazer as vivências. Basta tirar os sapatos, a gravata (se for o caso) e arregaçar as mangas da camisa.

Sobre o autor da metodologia
António Fraga, DBA, MSC e COACH, conta com experiência de mais de 20 anos na gestão de pessoas em empresas multinacionais e vivenciou as mais avançadas técnicas de auto-realização, tanto ocidentais como orientais. Meditação dinâmica, ioga, bioenergética, análise psicológica, rebirthing, massagens do-in e ayurvédica, etc, integram esse elenco. A partir 1990, vem trabalhando na sistematização e apuramento das VIVÊNCIAS HOLODINÂMICAS, que se têm mostrado um dos mais potentes instrumentos de transformação do executivo e de evolução na excelência gerencial.
Desde 1989, atua como Director e Consultor da ERGO RH (Manaus - Brasil), consultoria que fundou especialmente para o desenvolvimento de executivos.
Seus principais orientadores diretos foram: Leonel Correia Pinto, Egídio Vecchio, Rolando Toro, Swami Anand Teertha, Swami Anurag Dipam, Swami Antar Agar.
Uma característica: eterno aprendiz.

Cristina Madeira is a Certified Executive Coach.

Quais as 3 grandes áreas que um Coach Executivo deve dominar?

2011-03-31T04:21:00.000-07:00

Muito se fala sobre o facto de um Coach não ter que saber muito ou nada sobre o trabalho do seu cliente.

Quando se faz Coaching a um nível Executivo, não é bem assim.

Deve-se saber de facto alguma coisa…

O Coach deve perceber a “linguagem” do seu cliente. Quando falo em linguagem, falo sobre o dia a dia de um CEO , Director Executivo, Administrador.

Estes cargos de elevada responsabilidade e sujeitos a pressões constantes exigem muito de quem está no topo, exigem a mestria no domínio de 3 grandes áreas.

São estas mesmas 3 areas que o Coach deve conhecer, não o seu conteúdo em detalhe, mas ter a consciênca da sua existência e consequente o impacto que têm no dia a dia e num desempenho de que se quer de sucesso de qualquer executivo de uma grande empresa.

A grande essência do Coaching executivo é ajudar os clientes a fazerem face aos desafios, ultrapassando-os, para que possam transformar as suas aprendizagens em resultados positivos e inovadores para a organização.

Assim deve o Coach ser conhecedor das seguintes 3 áreas:

1. Comunicar no terreno – a missão, a visão, objectivos da empresa assim como as oportunidades e desafios;

2. Construir compromisso, construir relações e facilitar interacções – o que resulta num desempenho excepcional de equipa;

3. Produzir resultados e efeitos - através do esforço directo de outros, bem como do próprio executivo.

Quem está no topo precisa de mais resistência daqueles que têm uma parceria com eles.
A grande diferença entre os executivos médios e os de topo é que os segundos devem trabalhar com um tom e ritmo mais rigoroso.

Devem saber quando sacrificar o tacto para “dar um soco” mais cedo.

Cristina Madeira

What can we gain by attending Coaching sessions?

2011-03-15T05:20:00.000-07:00

So far these were my gains:

• I learned why I do certain things
• A better knowledge about my weaknesses
• Learned about myself and my goals - therefore how to be a better leader

• A great introspective technique for self improvement
• Self awareness and its importance in developing leadership skills
• Learn what drives me/behavior
• A lot of insight into the reasons behind my personal weaknesses and how to improve
• Learn about myself before I try to lead others
• How to "look under the hood" that is myself
• A better process for evaluating myself

I am sure there is so much more to experience...

Cristina Madeira is a Certified Executive Coach.

Pode o Coaching ser um impulsionador Anti-Aging?

2011-02-22T00:39:00.000-08:00

Quatro segredos da atitude anti-aging:

1.Optimismo;

2.Gratitão;

3.Abraçar uma atitude de aprendizagem e mudança;
4. Saber lidar com a obsessão, preocupação, ressentimentos.

Não importa se são aos 30, 50, 60 ou 100 anos de idade que você pensa, sente e é jovem. Quando você pensa em longevidade, você sente-se mais jovem.
Vê-se no seu rosto, na sua postura, e na sua energia. Quando você parecer mais jovem, as pessoas vão tratá-lo melhor.

Se você agir como as pessoas envelhecidas os outros:
• Tratam-no como se fosse invisível ;
• Evitam-no;
• Não se lembram de si numa promoção ou oportunidade de negócio.

Quando você exala juventude, você atrai amigos e admiração em todas as idades.
Exemplos de vitalidade incluem homens e mulheres em suas centenas de pessoas que dançam, ensinam nas universidades, orquestras de conduta, actuam em filmes, escrevem livros mais vendidos, pilotam aviões, tiram o seu diploma universitário, são experts em desportos, correm para o Congresso e têm filhos.

Gostaria de saber o segredo?
"Ninguém se importa com o seu cabelo cinza ou com as suas rugas, quando você pensa, sente e age como jovem, com energia, entusiasmo e sempre com atitude positiva. "
Não se trata de rugas ou cabelos brancos, é uma questão de atitude e alegria de viver.

A maioria das pessoas espera sentir-se e parecer velho aos 50, 60 ou 70. Os seus corpos seguem as expectativas da sociedade. Eles curvam-se ao pensamento convencional e pressão dos colegas para "agir conforme a sua idade" - e mostram-no.

As expectativas e sabedoria convencional de quem pesa jovem levam-nos a pensar: Não tem que ser dessa maneira!

O maior segredo para a longevidade e vitalidade, porém, é a forma como você pensa! Se não tem energia suficiente para atingir esta forma de estar, um Coach é um dos recurso importantes para fazer este caminho, basta querer.

Cristina Madeira is a Certified Executive Coach.

How to Agreeably Disagree

2011-02-18T01:42:00.000-08:00

In today’s business world, it is imperative to be able to disagree with tact and professionalism. My coaching clients find themselves in situations where they disagree with others, yet need to rely on these same people to get work done. The way you tell someone that you disagree really matters. Agreeably Disagree is a helpful technique that lets you disagree with someone without damaging the relationship.

Here are 4 Steps to Agreeably Disagree:

1. Listen – avoid cutting people off. Never tell them they are wrong – hear them out.

2. Acknowledge the other person’s idea/opinion/point of view by saying something like:

“I hear what you are saying”
“You have some points that make sense”
“I have not thought about it that way”
“That is an interesting perspective”
“I can see why you see it that way”
“I understand why you say that”
“I hear where you are coming from”

Be aware of your body language. Your words need to be congruent with your actions. If you roll your eyes while acknowledging, they will not believe that you are earnest.

3. Pause briefly. Use silence effectively. Do not start out with “but, however, nevertheless”. These negative filler words will negate the fact that you are trying to hear them out. They often put people on the defensive and break down the communication.

4. State your idea/opinion/point of view by starting out with something like:

“In my experience, I…”
“My understanding is different. I …”
“Have you considered…”
“What about…”
“The literature/evidence says…”
“Because of …, I think…”
“The data I collected shows…”

Be sure to include evidence, facts, examples, personal experience, or data to substantiate your viewpoint.

By using the Agreeably Disagree technique, you preserve and strengthen the relationship by showing the other person that you heard them and respect them – even when you disagree.

Cristina Madeira is a Certified Executive Coach.

The best Coaching website will be shut down...

2011-02-02T01:08:00.000-08:00

What can we do to stop this?

"So as we wind down the Coaching Commons I am asking myself these questions about coaching and journalism."

- Given the ever growing number of schools/vendors/associations, why do so few of them generate press releases, or have information that they want others to know about?

- Is there just not a lot going on?

- Does coaching need journalism?

- When issues like the ICF’s credentialing changes come around again, who will ask the hard questions and provide an independent forum for discussion?

- I think these things matter, do you?

Cristina Madeira is a Certified Executive Coach.
http://coachingcommons.org/

Leadership: "Be Friendly, Not Friends"

2011-01-04T02:47:00.000-08:00

Quite a bit of the discussion was surrounding the leadership principle of “be friendly, not friends.”

What this means is that whereas you should definitely be friendly with your subordinates, you can create some big problems for yourself – and your organization – if you are friends with any of your subordinates.

So, what’s the difference between being friendly and being friends?
Like leadership itself, it can be tough to define, but you’ll know it when you see it.
Another example is treating one direct subordinate as a friend when you don’t treat others the same way (e.g. dinners and drinks with one subordinate but not with each of the others).
In any case, all of us who are leaders should have a feel for what fraternization is and what it isn’t.

Why does it matter?
Fraternization breaks down team dynamics, can negatively affect promotions, and can make disciplinary actions very hard to mete out. Some people can destroy the effectiveness of your team and must be fired.
However, if you are very close to that person – or his family – your delay in letting him go can be disastrous for all your employees. Most entrepreneurs have stories about letting go of long-time friends who were very bad for the organization. On the other hand, if your “friend” is the best leader in your business and you promote her, you may undercut her new authority and destroy team dynamics. People may assume she was promoted because of your close relationship, not because of her effectiveness.
You’re better off avoiding that problem in the first place.

In the military, the term “good order and discipline” is often used.
What that means is that the team works well together and executes the leader’s plans.
Fraternization breaks down good order and discipline.

Cristina Madeira is a Certified Executive Coach.
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Obrigada e um Excelente 2011

2010-12-30T09:18:00.000-08:00

Muito Obrigada pela vossa companhia, dedicação e interesse durante este ano que está prestes a terminar.

Desejo que o próximo ano vos traga tudo o que desejam e mais ainda...

Feliz 2011!!!

Cristina Madeira is a Certified Executive Coach.

O processo de Coaching passo a passo

2010-12-27T05:56:00.000-08:00

A. DETERMINAR O TIPO DE PROCESSO
Este artigo centra-se no coaching executivo mas, existem outras variedades de coaching como são o coaching pessoal, team coaching, coaching desportivo e coaching blended ou misto, combinando este último as sessões presenciais com sessões on line.
Podemos distinguir, igualmente e, baseando-nos no enfoque e os objectivos que se perseguem, o coaching USA ou anglo-saxão, focalizado em obter maior competitividade e produtividade, o coaching ontológico, baseado na linguagem e na comunicação e o coaching europeu, fundamentado na responsabilidade e o compromisso pessoal do próprio coachee.

B. DEFINIR OS OBJECTIVOS INICIAIS
Devem-se determinar e definir os objectivos a atingir e também é aconselhável desenhar um plano de aprendizagem que se irá modelando e adaptando à medida que se desenvolve o processo.
Os experts aconselham visualizar a longo prazo as transformações que desejamos experimentar.
Neste sentido no coaching executivo com um enfoque social, o coachee tem que intuir as mudanças e melhorias sociais que deseja aplicar à sua vida e à da sua empresa, em virtude do seu futuro estilo de direção e gestão.

C. PLANO DE TRABALHO BILATERAL COACH – COACHEE
Normalmente, o processo de coaching costuma durar de quatro a seis meses, fixando reuniões semanais ou a cada quinze dias, as mencionadas reuniões podem ser de 1 hora ou 1 hora e meia, aproximadamente.
A duração do processo é, simplesmente, uma mera referência, já que, na agenda do programa se pode determinar uma data de início, mas não uma data de finalização, é aconselhável adotar uma postura de flexibilidade e ter consciência do momento em que deve finalizar o mesmo, em função da progressão do coachee e o cumprimento de objectivos.

1. Análise e Auto-Avaliação
No estudo dos pontos fortes e fracos do coachee, no caso do executive coaching focado na Responsabilidade Social Corporativa, é necessário valorizar se é possível desenvolver ou potencializar aspectos relacionados com o compromisso social e meio ambiental, a gestão social dos recursos humanos, a solidariedade, a visão sustentável e responsável da gestão, etc.
Trata-se da realização de uma análise do coachee baseado no autoconhecimento, uma vez detectados os pontos fracos do coachee e desse ponto de inflexão, começa-se a desenhar o plano de desenvolvimento para potencializar aquelas áreas susceptíveis de melhoria.
Comeca-se pelos pontos fortes do coachee e do compromisso voluntário de melhorar. Depois ajuda-se o coachee a melhorar as capacidades que tem menos desenvolvidas e a extrair para o exterior as qualidades que possui e nem sequer sabe que tem.

2. Feedback 360º
O Feedback 360º representa uma ferramenta básica de desenvolvimento do programa de coaching.
Trata-se de um processo baseado nas opiniões de determinados grupos de interesse e do ambiente de trabalho do coachee.
Em função das deficiências e carências que tenham percebido nas valorizações sobre o coachee nos citados grupos de interesse, procede-se à execução de um plano de acção ou melhoria.
Quando se procede à execução de um processo de Feedback 360º ao coachee, isto é, nas valorizações que o chefe, colaboradores, pares, fornecedores, clientes, etc, realizem do executivo, podem incluir-se aspectos relacionados com a gestão da responsabilidade social corporativa.

3. Plano de desenvolvimento e áreas de melhoria
No design e no correcto planeamento de melhoria e de desenvolvimento do potencial do coachee, devem-se considerar aspectos relacionados com a uma melhor gestão da responsabilidade social corporativa da empresa que o prórpio dirige ou ao departamento ou área de negócio que administra, em nível institucional, de forma a potenciar as capacidades de relações humanas, a título pessoal.

4. Concretização de objectivos
Entre os objectivos que se costumam fixar habitualmente em um executive coaching ou coaching executivo, podemos citar aqueles destinados a alcançar uma melhoria na gestão e administração, tais como aumentar a produtividade e a rentabilidade, melhorar a qualidade do trabalho realizado, a eficiência, a capacidade organizativa e a gestão e planeamento do tempo, aumentar a competitividade, conseguir uma maior optimização e redução de custos, alcançar melhores resultados quanto à captação, potencialização e retenção do talento, obter maiores benefícios económicos, etc.
Existe outro tipo de objectivos que se baseam no aperfeiçoar de determinadas competências e habilidades executivas, como trabalho em equipa, liderança, atendimento ao cliente, comunicação, técnicas de negociação, habilidades comerciais, delegação, direcção de reuniões, falar em público, trabalho por objectivos, motivação, controle do stress, flexibilidade, planeamento estratégico, gestão da mudança e a adversidade, tomada de decisões, gestão de redes sociais, potencialização da criatividade, inovação e intuição, etc
Podemos citar um terceiro grupo de objectivos dirigidos a melhorar a inteligência emocional e as habilidades sociais do coachee.

5. Acompanhamento
No processo de acompanhamento, o coach comprovará as melhorias produzidas no coachee em posteriores sessões que se desenvolverão periodicamente e nas quais se comprovarão os resultados obtidos e o cumprimento dos objectivos colocados.

6. Valorização das melhorias
Avaliação de desempenho - Conhecer as melhorias produzidas no executivo, a causa do processo de coaching por mediação da avaliação do desempenho. Entre as melhorias, procede-se à valorização, também, daquelas relacionadas com uma melhor gestão social da companhia.
Assessment prévio e posterior - Para comprovar o desenvolvimento, a potencialização ou o aperfeiçoamento das habilidades directivas ou concorrências de gestão, procede-se à realização de um assessment prévio ao processo de coaching e outro, de iguais características, posterior ao mesmo, desta maneira, se poderá verificar a melhoria que experimentou o coachee ou directivo respeito às mencionadas habilidades.

7. R.O.I. (Return On Investment)
Para determinar a rentabilidade de qualquer processo de coaching, é imprescindível conhecer o retorno do investimento do mesmo e, do mesmo modo, o impacto económico que produziu o dito processo na organização.
Este só é conhecido alguns meses depois do processo terminar.
Esta á a equação tipo:

%ROI = Benefícios Tangíveis – Custos do processo X 100

_____________________________________________

Custos do processo

Cristina Madeira is a Certified Executive Coach.

What are life coaches, and what do they do exactly for you?

2010-12-20T02:34:00.000-08:00

THESE are just 3 possible scenarios that may prompt leaders to seek the expertise of a life coach:

'Now that I have been performing the most senior role in the Company for the past eight years, what's next?'
'Now that I've been running this business successfully for my employer for the past decade, should I take that quantum leap into entrepreneurship?'
'For the first time in my 25-year career, I am being outplaced. What shall I do next?'

Coaching has been around for centuries, in various forms and shapes. Given the challenges of the world we live in today, life and executive coaching is fast becoming much more known and prominent .
Companies have, over the past half a decade, or even longer, increasingly sought the input of coaches. Some have experienced much success, while others swear never to mention the word 'coach' again!
Not unlike HR (human resources), there are no statutory requirements for someone to venture into this field of practice. Like HR, however, some form of training and paper qualification/certification is preferred - so say many corporate users of coaching.

What are life coaches, and what do they do exactly?
Life coaching is about helping the coachee achieve a heightened sense of self awareness - of one's habits, behaviours, thinking style, etc - and to utilise this awareness to achieve overall life goals, including areas related to personal aspirations, career goals, relationships, emotional and mental health, and to uncover hidden potential.

Cristina Madeira is a certified executive/life coach.

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What if executives were proud and public about their coaches?

2010-12-15T01:54:00.000-08:00

In the sporting world, everyone knows who an athlete’s coach is.
It’s not a secret– it’s a matter of record. In fact, it’s a reflection of the athlete’s status.

The best athletes and the most promising prospects attract and partner with the most prestigious and respected coaches.
Every sports coach is honorably addressed as coach.
And this happens well past their time as a coach. It’s a sign of respect for the developmental role they have played in each athlete’s life.

In the world of business and life coaching, we have frequently said something like “the best athletes have a coach, shouldn’t you?".

Yet many coaching relationships are highly confidential. Why?
If you are all about greatness in life, shouldn’t you be proud of the kick ass coach that has agreed to work with you?
Usually when things are kept quiet and confidential, there’s something we don’t want people to know.
Wait, what?
I thought coaching was about moving forward, toward accomplishing big things, not therapy in disguise for people who need to be ‘fixed’ and want to do it in secret.
What if executives were proud and public about their coaches? The great coaches would attract more clients and nobody would ever hear about the weaker ones. And think of the amazing results-based visibility for our profession!

Why the big secret? Who is YOUR great coach?

Cristina Madeira is a certified executive/life coach

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Energy leadership is a new trend in executive coaching.

2010-11-26T14:11:00.000-08:00

Unlike the typical personality tests, energy leadership helps coach executives on how to raise their level of energy to deal more constructively with an issue versus everything being a “win/lose” or “lose/lose” outcome.

Energy Leadership was created by Bruce Schneider, Founder and Chairman of the Institute for Professional Excellence in Coaching. It differs from personality assessments, as it is not intended to label a person and have them work well within that label, said Alan Cohen, President of Acts of Balance, Inc. and an ICF-accredited coach. “Instead, it measures your level of energy, which is derived from your perceptions and perspective of your world,” he said. “One’s perceptions and attitude then create their emotional state, behavioral patterns, and ultimately the results they see in their lives and careers. Because attitude is subjective, it can be altered.”

Cohen helps clients become aware of their default tendencies – the most typical way they perceive, think, feel, and act (and react). Their energetic make up is predictive of how they will act, feel, and perceive their circumstances; and changing this profile will directly influence the way clients see the world, interact with others, and their leadership ability.

“Energy Leadership-based coaching begins and ends with awareness, and in between, the client works on shifting their perceptions and thoughts, emotions, and actions, to form new default tendencies and, as they go forward, to literally see the world and their circumstances differently as they occur,” Cohen said.

This has helped Cohen’s clients to become more powerful communicators, more effective negotiators, more engaged team contributors, and more fulfilled and productive leaders. “The transformations have been amazing because we shift their core energy and emotion, substantially altering behaviors and skills. This approach creates sustainable change,” he concluded.

Executives feel like they are in a pressure cooker – overwhelmed by demands of customers, shareholders and employees, stressed trying to navigate competing personalities and often exhausted by an eroded corporate culture that focuses on everything that is “wrong” with the company, said Victor Ornelas, an executive coach based in Dallas. “This negative energy consumes them – only helping them attract more of the same. Often, they feel like they are captains of a sinking ship – even if what they produce is worthwhile,” he said. “Energy leadership helps executives rise above the negative noise and redirect their energy to more constructive behaviors and attitudes.”

The initial energy leadership assessment typically serves as a wake-up call for Ornelas’ clients. Most do not recognize the downward spiral they unintentionally create. “I help them refocus their attention to discover opportunities and solutions versus being stuck in the mire of negativity. Through this process, they discover the true origins of stress and shift from fighting fires to proactively creating solutions,” he said. “Executives need to realize their job is as much one of ‘chief motivator’ as it is ‘chief-results-getter.’ Once they recreate and envision the ideal image of their role, they become much more effective at producing the results they crave as the energy of success is much more powerful than the energy of gloom and doom.”

Joe Siegler, MD, President of Full Life Executive Coaching, said when executives are more aligned with their life and career, their energy increases. Full Life Executive Coaching applies a matrix of eleven areas of life during coaching and invites each executive to make desired changes where they see fit. “Implementing vision and goals tends to cause an energy boost because it is inspiring for the leader to implement their ambitions,” said Siegler. “This reduces the amount of fatigue and burnout in leaders within the company, leading to peak performance and high-energy states.”

Executives experience benefits when they apply energy leadership to other areas of their lives: their lives are more balanced, they are more efficient, and they are physically more healthful. “When companies inspire energy leadership among their executives, the leaders start seeing challenges as opportunities to built solve something and to reach a high-energy peak performance,” Siegler added. “Energy leadership results in clients seeing themselves as competent, creative, high-energy, humble, and fit.”

Bottom line: Energy leadership helps executives overcome negativity and redirect their energy to more constructive behaviors and attitudes.

Cristina Madeira, Executive Coach

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O Feedback é a competência da qual os líderes mais fogem.

2010-11-15T14:06:00.000-08:00

Eles explicam as razões para não realizá-lo com frequência dos seguintes modos:

- Se não estou dizendo nada é porque estou satisfeito. Quando algo não estiver bom, avisarei.

- Não tenho tempo para isto! Tenho que focalizar os resultados.

- Não preciso dar feedback para aquilo que estou pagando para o funcionário fazer.

Estas e outras explicações foram comentadas pelos gestores de RH como sendo comuns em suas organizações e infelizmente em alguns casos vindos de diretores e presidentes de empresas.

A cultura empresarial não tem no feedback um instrumento de desenvolvimento das pessoas, mas principalmente de constrangimento devido ao silêncio ou por ser realizado de forma inapropriada. A consequência é que algumas companhias estão sendo processadas por assédio moral principalmente porque seus gestores não sabem comunicar os comportamentos desejados e reorientar aqueles que não contribuem para os propósitos da organização. E esta comunicação é feita principalmente nos momentos de feedback.

Existe também muito desconhecimento de que liderança é algo que se aprende e que o feedback é uma competência a ser compreendida e exercitada frequentemente.

A experiência mostra que em processos de coaching – processos de formação de líderes empresariais – é a competência que exige mais treino. Não se trata apenas daquela reunião formal e burocrática que ocorre uma única vez por ano em algumas grandes empresas (diga-se de passagem uma abordagem insuficiente para algo tão relevante para a construção da cultura da organização), mas mensagens expressas todos os dias verbalmente ou na postura dos líderes.

Conhecer as melhores práticas de como realizá-lo e exercitá-las é uma forma do gestor de pessoas construir o time que almeja e incentivar os comportamentos desejados para a obtenção de resultados. Além disso, permite que a experiência do empregado seja aprimorada, reduzindo a rotatividade de pessoas, retendo talentos e propiciando um clima organizacional positivo. Pontos fundamentais para o sucesso da empresa de modo consistente e constante.

Vamos em frente!

CM | More about this subject | wncoaching@gmail.com

Coaching academics can accelerate careers

2010-11-03T17:14:00.000-07:00

Coaching has more than its share of success stories to trumpet as the field emerges and expands around the world, but how about his for an unexpected selling point—coaching can help up-and-coming academics establish themselves faster by shaving months (if not years) off the time it takes to get a PhD.

“It appears…that support is crucial for early career academics to accelerate productivity at the beginning of their careers and internal coaching refines and enhances that support,” concludes a just-published study at the University of Witwatersrand, in South Africa.

The lead researcher, Hilary Geber, writes in the International Journal of Evidence Based Coaching and Mentoring that her research may force South African academics to re-think their impressions about coaching.

“Coaching is such a buzz word in the world today and is a sought after luxury for executives, senior managers and all sorts of ordinary individuals,” she writes. “Life-coaching is becoming popular in South Africa as well, but universities ‘pooh pooh’ the idea: surely well-qualified intellectuals do not need ‘touch-feely’ life coaching to get through a PhD?”

And yet, as Geber’s research has revealed, perhaps they do.

According to Geber, few academics in South Africa get their PhDs within the minimum four year time period—a majority taking about five years. The reasons for the longer-than-minimum time required to complete the degree? “Early career academics may develop all the desirable individual characteristics of highly productive researchers but without institutional support and appropriate leadership, they are likely to be less than optimally productive and it may take many years for them to begin to establish their publication records,” Geber explains.

So in 2007, the University of Witwatersrand decided to invest in institutional support for its early-career academics, designing a program that was aimed specifically at assisting faculty in attaining advanced degrees and the publication of research.

“Unique to the program at (Witswatersrand) was the coaching of the participants when they began the program,” writes Geber.

Coaching in this environment was, for most of the study’s participants a first-time experience—a marker of coaching’s newness not only in South Africa, but also on college campuses—which was reflected by the attitudes toward coaching of the faculty in the study.

“Some participants had very low expectations of the process,” reports Geber. “One man had this to say about his expectations: ‘absolutely none. I only endured the coaching, or was willing to go through the coaching process because it was compulsory as part of the course. So my expectations were that it was going to be a waste of time and that it was probably going to involved a lot of hard work on my part, in terms of trying to pretend that I was enjoying it or getting something out of it, so my expectations were low.’”

The results? Changed attitudes—and enhanced effectiveness among the participants in reaching their degrees.

“My coach was helpful in getting me to keep the momentum going when it seemed to be stalling,” reported one Master’s degree candidate who took part in the experiment.

As Geber reports, not only did participants feel empowered in meeting their immediate goal—getting the degree—they also felt stronger and more effective in their roles on campus.

“Although coaching was specifically included to enable participants to achieve research goals it had much wider effects than that,” said Geber. “Participants used the coaching as a personal development space to explore areas directly linked to the research and writing process, they also explored areas beyond work/life balance, interpersonal skills, communication, assertiveness and dealing with criticism, departmental politics, etc.”

For the academics, having a coach meant having a safe place to work on often high-stress conflict that can arise in the otherwise tranquil settings of university campuses. Half of the participants in the study reported having a “critical incident” during the course of the research project.

“Helping early career academics become more assertive with colleagues and senior academics not only helps with them to complete higher degrees but it cuts down on individual frustration and keeps morale up,” writes Geber. “It increases the through-put rate of post-graduates for the University and the government funding which results.”

The study’s results found a significant boost in productivity and goal-completion among the participants—with some faculty members describing their published output going into overdrive.

“I normally have an average of three publications in a year,” said one participant. “Last year, I have six and I achieved it through coaching.”

That added output? Geber concluded those added articles—and the increased university funding they directly contribute to—would essentially mean the university’s investment in coaching would pay for itself.

“Not only is there a significant ROI in monetary terms but there is also a return through the retention of early career academics, their high morale and their increased ability to develop productive relationships with their senior colleagues, peers and students. They may also be instrumental in decreasing the drop-out rate of postgraduate students because they had learnt to supervise them more effectively during the coaching. So the tangible outputs have percolated down to the bottom-line in terms of a quantifiable performance measure for the organisation.”

CM | More about this subject | wncoaching@gmail.com

How to Coach a Boss...

2010-09-21T07:25:00.000-07:00

...who doesn't want to be coached?

Over the weekend, I received an email from a reader who knows where I'm coming from with my light bulb joke. His boss is the head of the organization and he's the deputy. He was asking for any thoughts I had on solving the problem he describes here:

"I like my job and would happily stay here but find her to be my greatest challenge that I could normally overcome but can't seem to get there.
I know I have a choice and am actually looking for a change but I also know that this organization won't get where it needs to be until our chief listens, understands, and commits to working on her leadership."

Hmmm, that's a tough one.
It's pretty clear that the boss doesn't want or see any reason to change and certainly isn't open to coaching. So what can you do in this kind of situation? As the deputy suggests, you always have the option of voting with your feet and finding another gig. But what can you do if you're not ready to throw in the towel or the timing isn't right to move on? What can you do if you want to try to influence things for the better?

Ah, that is the key word - influence.

Tim Gallwey, the former tennis coach who's now an executive coach, is the author of a series of books on the inner game. In his book, The Inner Game of Work , Tim introduces a process called transposing. It's a process I'd recommend to my friend the deputy and to anyone else who is trying to influence a challenging boss.

Here's how it works.
First, assume the stance of the other person.
You're not talking about them. You are talking as if you are actually them. From the stance of the other person, ask and consider the possible answers to three questions:

• What do I think?
• How do I feel?

• What do I want?

Play with the answers.
Don't stop at your first or even second response.
Make an effort to go deeper.
What's going on in the environment that causes you (still taking the boss's stance) to think the way you do? What information or circumstances are you aware of that shape your thinking?
Based on what you think, how do you feel?
What's the emotional state that comes from that thought process?
Are you confident, nervous, frustrated, secure, insecure?
Try to get as clear as you can about the connection between the thought process and the resulting emotional state.
So, after you're clear on what you think and how you feel (remember, you're still in the stance of your boss), what do you want?
The answer could be around something very tangible like a particular result or it could be something less tangible like recognition or being seen as important.

Now, back to your own perspective as someone working for that difficult boss.
One way to influence them is to give them what they want.
If you do that consistently for awhile, you might start to build up some reservoirs of trust from the boss that enable you to influence what they think and, subsequently, how they feel. On the other hand, you might not be able to build the trust that causes the boss to open up a bit to your feedback, suggestions and coaching.

Some people are just not open to coaching.
They don't want to change.

At that point:

It's time to start thinking whether or not you want to change - to another job.
What's your take on this approach?
What other advice do you have for the reader with the boss who'd not open to feedback or coaching?

More about this subject | wncoaching@gmail.com
It all starts with putting yourself in the boss's shoes. Here's one way to do it that can help:

Coaches - What value do they bring to business?

2010-09-08T05:04:00.000-07:00

Do we need "coaches" at all?

Do we not all have "life experiences" that teach us right and wrong of business?

A Coach is like a consultant – but focused on building “soft skills.” Every business leader is familiar with hiring consultants, whether for IT, strategy, marketing or any other niche area of business expertise. A Coach is similar to a consultant that you hire for help with your “soft skills” – relationship building, communication, cultural awareness and adaptability, emotional intelligence, personal resilience, and all the other subtle skills that business leaders need to navigate a complex and competitive world that you live in.

A Coach will help you get the “bigger picture.” Business leaders are busy people, and sometimes it’s hard to take a step back from their daily rush. A Coach can serve as a professional, objective, confidential sounding board to help you take a look at where your business is going, and where you are headed with your career and your overall life. Are you happy with the person you are in the process of becoming? What would you like to change about your life? How can you better align your business achievements with your overall plans and dreams for your life?

A Coach is like a “business therapist.” Many people go to therapists and counselors to help overcome emotional issues and life challenges.
A Coach serves this same purpose for you and your business by helping you overcome mental barriers, resolve tension and achieve clarity which will lead you to even greater successes.

However there is a major big difference: the coaching process is far shorter than any other process.

Think about it...
Try it!
You will never know if it works until you do it!

Email me at wncoaching@gmail.com
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Ignorar emoções, não as faz desaparecer

2010-08-09T08:07:00.000-07:00

Um caso verídico...

Coachee - “Não disse a ninguém que estou a fazer Coaching.
Já notaram diferenças em mim, mas acho que não têm nada a ver com isso.

Coach – Como seria se partilhasse com alguém que está a fazer algo para melhorara a sua vida?

Coachee – A maioria das pessoas acham que sou capaz de resolver tudo sozinho.
Não quero ser visto como fraco... agora que o Coaching me está a fazer sentir fraco...

Coach- O que tem de mal em sentir-se fraco?

Coachee -O meu Pai sempre disse que a fraqueza não seria bem tolerada.
À medida que fui crescendo, sempre reagi com coragem ainda que me sentisse fraco.

Coach - O que sente quando alguém é fraco?

Coachee - Depende. Às vezes sinto compaixão, mas na maioria das vezes penso: Supera isso!

Coach - Quando foi a ultima vez que sentiu e demonstrou fraqueza?

Coachee – (Depois de pensar por alguns momentos).
Quando tinha 12 anos. Estávamos à beira do lago e as crianças começaram a pular em cima de um barco, começou ele. Quando foi a minha vez, eu congelei. Eu não poderia fazê-lo. Os meus amigos provocavam-me, e meu pai tinha um olhar de desprezo no rosto. Lembro-me bem de me falar sobre a importância de não ser fraco. Desde então, sempre que me sinto fraco, ignoro.

Coach - Que outras emoções pode ignorar?

Coachee - Ignoro a sensação de estar embaraçado, me sentir incompetente e sentir-me triste.
Porque é que alguém quer mostrar o seu lado vulnerável?

Coach - Porque será?

Coachee – Sempre as cataloguei como emoções de fraqueza, mas à medida que vou ficando mais velho, é difícil ignorá-las. Parece que estiveram fechadas numa caixa com cadeado e acabei de encontrar a chave.

Coach- É um grande metáfora. E se abrisse a caixa? Pode sempre voltar a fechá-la.
O que acha?

Coachee - Sou curioso. Suspeito que se ignorar as emoções negativas, não saberei dar valor às positivas. É como não saber o que é calor, até ter experimentado o frio.

Coach- E o que vai fazer com esta suspeita?

Coachee- Ignorar emoções é um hábito e quero muito quebrar este padrão. A primeira coisa a fazer é identificar quando me acontecer e abrandar... O meu objectivo é tornar-se mais consciente das minhas emoções e, em seguida, ver como eu reajo.

Coach - E agora como se sente?

Coachee - Animado e curioso para ver o que está dentro da caixa.
.........
Deixo-lhe a si um desafio:
Perceba que efeitos têm as emoções em si e no seu corpo.
Use a imaginação e pense como seria se expressasse as emoções que guarda dentro de si?
Se achar que vale a pena deixe a imaginação e ponha em prática...abra a sua caixa!

CM | More about this subject | wncoaching@gmail.com

Estudo Mundial sobre Team Coaching. Participe!

2010-08-06T01:28:00.000-07:00

Está a ser realizado um estudo mundial sobre Team Coaching.
Decorre entre Julho e Agosto de 2010. Até agora, responderam profissionais de 34 países. A pesquisa encerrada em 31 de Agosto.

Contribua para este estudo!

O objetivo do estudo é aprofundar a compreensão global do Team Coaching e comparar idéias com profissionais de todo o mundo.

Partilhe as suas experiências e saiba como se faz noutros países:
http://www.surveymonkey.com/s/29N3WVL

CM | More about this subject | wncoaching@gmail.com

Top 10 tips for recruiting an executive coach

2010-08-03T05:28:00.000-07:00

With the opportunity comes responsibility and the challenge of how to develop a process that is both responsive and relevant to the company.

Here are top 10 tips for recruiting an executive coach:

1. Ask your trusted contacts and network for referrals of good potential coaches.

2. Interview them to find how they work and what level of employee they work with best.

3. Aim to create a pool of great coaches from which you can match the most appropriate to each coachee.

4. Look for coaches that are flexible in their approach, not rigidly tied into one or two methodologies or ways of working.

5. Make sure they follow an ethical coaching code and establish a "coaching contract" with each assignment and always set objectives for their sessions. The key is to measure the impact of coaching by defining the position at the outcome and reviewing after the coaching intervention.

6. Look for a coach with an enthusiastic, positive attitude, someone who can inspire confidence and is well qualified in coaching techniques and models.

7. When you have selected your shortlist take out references from their previous coachees or other companies they have worked for.

8. Ask them to meet the coachees and demonstrate their coaching skills by picking an issue to discuss for 10 minutes - this will show the coachee how they might be able to work together - or not.

9. Explore with your potential coaches the range of issues they have coached on and areas of strength and weakness to you help match with the coachees.

10. Listen to the coachee and let them have a big part in the selection as the chemistry between the two is vital to its success.

If you follow these tips then you will have established a good rigorous system to decide which coach is right for you to use.

But don't leave it there; make sure you find a range of coaches with a varied mix of experience and approaches that will fit your requirements.

Don't forget to keep in touch with them and keep your list under review.

CM | More about this subject | wncoaching@gmail.com

Do Your Coaching Clients Want What You’re Offering Them?

2010-07-28T01:49:00.000-07:00

I know you know what your current coaching clients want. But do you know what your prospects want? There’s a difference. Discovering exactly what prospects want from you is the key to enrolling lots of clients easily.

So many coaches miss this, because they already know what they’re selling – their coaching services. It’s a natural way to think, but it’s also a classic marketing mistake. They try to sell coaching as the solution before they’ve even asked what the prospect sees as the problem.

You have a profound appreciation of the power of coaching, and that’s essential. But if it leads you to try to sell coaching, you may be setting yourself up for poor results. The basic law of the marketplace is supply and demand. You can supply all you want of something you think has value, but if there is no demand for it, it won’t sell.

That’s why established businesses do research before they launch a new product. I realize “market research” sounds pretty off-putting – technical, boring, expensive. But at its core, it’s just listening to people to find out what they want. What could be more coach-like than that?

I call this “listening to your market” – and you have everything you need to start doing it.

CM | More about this subject | wncoaching@gmail.com

Os 20 benefícios do Coaching

2010-07-20T02:12:00.000-07:00

Gostaria de os seleccionar com a ajuda de todos vós, leitores atentos do meu blog.
O vosso contributo é muito importante.

Escolhi 20 porque seria interessante seleccionarmos metade para falar dos beneficios individuais e outra metade para os profissionais.

Até podemos chegar a outra quantia...o que importa é começar.

Assim lanço um desafio a quem já fez Coaching e a quem ainda não experimentou.
Para os primeiros será tarefa fácil, falar do que o Coaching lhes trouxe.
Quem ainda não experimentou, pode certamente falar do que gostaria de atingir com este processo.

Existe ainda um grupo de pessoas que não sabe muito bem do que falo, a vocês também lanço o mesmo desafio, deixem as vossas perguntas.

Vamos trabalhar em conjunto para um conteúdo que serve a todos nós.
Serve para os que sabem, aprenderem sempre mais e para os que se questionam, "ouvirem" algumas respostas.

Deixem os vossos contributos no blog ou enviem para o email: wncoaching@gmail.com

Obrigada a todos!!!
Até já

CM |

5 Leadership Myths...

2010-07-16T05:26:00.000-07:00

...uncovering the truth about exceptional leadership:

Leadership can't be taught-- or so it's been said. But according to one management consultant, that's just one of several myths about leadership that need to be debunked.

"Leadership comes from inside. Anyone desiring to be a better leader on the outside must work on being a better leader on the inside".

•Myth #1: Your title and position make you a leader.
•Reality #1: True leadership comes from the influence gained based on your quality of character and consistency of behavior.

•Myth #2: How you behave outside of work does not affect your ability to lead.
•Reality #2: Your behavior outside of work absolutely affects your success as a leader.

•Myth #3: Leaders have all the answers.
•Reality #3: The best leaders know there are limits to their knowledge and are not afraid to admit it and ask for help.

•Myth #4: Your team is there to support you.
•Reality #4: The best leaders have a servant attitude, thinking first about their team.

•Myth #5: Leadership can't be taught. The lucky ones are born with "the right stuff."
•Reality #5: Everyone can be taught the skills and behaviors needed to be an effective leader.

"If you are managing according to any of these beliefs, eliminate them immediately as they will limit your effectiveness and your ability to reach your full potential as a leader. A faulty belief can cause a serious crack in an otherwise solid leadership foundation. The most successful leaders understand they are never done learning and growing,"

CM | More about this subject | wncoaching@gmail.com

How Do I Get Started?

2010-07-12T00:45:00.000-07:00

We Coaches after a long period being trained and with the certification in hands are often asked the question,
"So how do I get started?"
Each situation is unique, and yet there are some general suggestions to offer:

Take time to practice. Enhancing your own skill level will help you develop the efficacy to be more public in time.
Begin with a person with whom you feel safe and with whom you already have a trusting relationship.
Videotape yourself in conversations. Use the videos to self-assess yourself.
Schedule formal times to coach. What gets scheduled gets done.
Use visual aids such as DVDs.

In addition, you may find some of the following tips helpful:

If you are a new coach and have served in a different capacity in the past, tell your coachees up front that this is going to look different, feel different and sound different. Nothing fosters mistrust faster that misunderstood intentions.
Ask for volunteers to be coached. Tell them you are learning a new skill and would like to practice. Most teachers love to assist someone that needs help. After all, that is why they went into teaching in the first place.
Practice silently before going "public." For instance, craft paraphrases on a notepad during staff meetings. Craft questions on sticky notes when you are in a team meeting.
Practice isolated skills. Don't try to tackle them all at once.
Trust yourself. You know more than the people you are coaching. No one knows if you forgot some of the elements in a meditative question. No one knows if you forgot to try a summarize and organize paraphrase.

Above all, just get started! One thing we know for sure, you can't begin helping others on that journey of self-directedness unless you take the first steps!

CM | More about this subject | wncoaching@gmail.com

Coaching can make the difference when dealing with cancer!

2010-07-05T01:03:00.000-07:00

It is well known that the majority of reasons that are associated with cancer are related with disordered emotions.
Sadness, guilty, anger, anxiety are more likely to appear during times of stress, such as divorce, examinations, overwork, military service and other life problems.
The key issue is usually communication. Everyone benefit from people (friends, family, co-workers) who listen and provide supportive feedback.
Not sharing unpleasant emotions brings inevitable metabolic disruptions.
Coaching helps people express emotions appropriately.

Risk Factors
Cancers may be triggered by prolonged or repeated exposure to chemical, biological, or physical agents called carcinogens. However, the underlying cause of cancers often include relationships in the family and workplace. The risk of cancer is increased by consuming or inhaling carcinogens.

Relationships

Cancer can sometimes be perceived as a toxic family tradition rather than as a genetically inherited disease. A cancer may be a way to follow an ancestor or relative who died of cancer - a possible consequence of what we call dead person identification.

Prevention

Most cancer deaths are preventable. Although most cancer risk factors are well known, we can help people maintain emotionally healthy lifestyles and significantly decrease the risk of contracting many forms of cancer.

Emotional Complications

Emotions can affect the treatment of cancer. Emotional difficulties may contribute to poor metabolic control - which can cause further psychological problems. Common factors affecting cancer patients can be remedied with coaching:

Objections to the prescribed treatment
Managing emotions, beliefs and stress
Relationships with family, friends and helping professionals

If you have a cancer, you may have severe mood swings. You may be unaware of these swings; in each moment acting as if the current emotion is a basis for long-term decisions. During these times, your relationships may be under severe stress. You may seem quite normal, yet say horrible things.

Coaching can assist and support people to deal with strong emotions associated with drugs and medications; and can improve the quality of relationships even through difficult times.

Managing Emotions, Beliefs & Stress

Experiencing emotions is a normal part of life. Expressing anger, sadness and fear can be stressful. If these emotions are expressed childishly - a person can create chaos within important relationships. If these emotions are experienced but not expressed, a person may withhold the stress within the body and worsen symptoms. Coaching helps people express emotions appropriately.

Relationship Diagnosis

The correct diagnosis provides a person's family structure from which a person can be coached to state beliefs which prevent or sabotage change or emotional freedom. Examples are:

I want nothing to change (I am entangled)

Nothing can change anyway (I lack motivation)

I follow damaged role models (I am inspired to fail)

I must stay in an unpleasant position (I am traumatized)

I cannot make a decision (I cannot resolve conflicts)

I sabotage myself (I limit my opportunities for happiness)

I feel bad if I succeed (My family or friends do not succeed)

Coaching supports healthy behavior changes, such as diet, physical activity, and increasing knowledge and skills.

I do coach motivated adults to live full lives, promoting emotional well being and life activities (e.g., educational and vocational goals, recreational activities).

O meu email: wncoaching@gmail.com

More about this subject

People aren’t mind-readers, tell them how you feel!

2010-07-01T01:10:00.000-07:00

As my coaching client walked in for our life coaching appointment, I turned my phone off so we wouldn’t be interrupted.

“I get sick of those things,” he said, motioning toward the phone.

“The phone?” I asked.

“Yes,” he said. “It seems people cannot live without them. Twenty years ago, all we had was a land line and a desktop computer. Nowadays, people have constant access to everyone and everything. I may sound like a grumpy old man, but at 72, I can’t believe how dependent people are on technology.”

“That’s funny because I considered you a tech-y,” I said. “Don’t you have the latest in computers, phones, televisions, etc.?”

“Yes, but I know when and how to use them properly,” my client said. “Over the weekend I was with my family and we could barely have a conversation. It’s rare when we are all together. And yet, there were two computers open and lots of texting and calling happening. We were together physically, but that’s about it. What’s the point?”

“It sounds like you were frustrated,” I said.

“Yes,” he said. “Too many screens!”
“How would you like it to be?” I asked.

“As I get older, I realize how important family time is,” he said with conviction. “I’d like to have family gatherings where we are truly together. I don’t want someone texting or looking something up. I want to be together without outside interference. No screens.”

“Does your family know how you feel about no screens?” I asked.

“No,” he said, “but I don’t want to sound grumpy. I just wish they would notice and put the screens away.”

“How long have you been wishing this without saying something?” I asked.

“A long time,” my client said, “and nothing has changed.” He paused. “Yes, I should say something if I want to see change.”

“What’s your concern with telling them how you feel?” I asked.

“I don’t like to make waves, but I’m fed up with our family time being interrupted by technology,” he said. “I’ve complained to my wife numerous times, but nothing changes. But she isn’t the one I have the issue with. It’s time to talk to the kids.”

“What’s the best way to do that?” I asked.

“Sending an e-mail would be least confrontational,” he said, “but it would be better in person. I’ll call each of them and let them know how I feel and explain what I’d like.”

“And what if you don’t get the reaction you expect?” I asked.

“It will at least open a conversation and let them know how I feel,” he said. “I want to stress how important family time is to me and see how we can improve our time together.”

“When will you have these conversations?” I said.

“I’ll call the kids this week before our family picnic this weekend,” he said.

“How will I know you’ve completed your action step?” I asked.

“I’ll text you by Friday,” he smiled, “during my designated screen time.”

Coaching challenge: When you’re frustrated by someone’s behavior and would like something to change, communicate your frustration to the person with whom you have the complaint, focusing on how YOU feel rather than what THEY are doing. Describe how you’d like things to be and be open to compromise.

People cannot read your mind, and the longer you don’t say something to them, you are the person who will be irritated.

CM | More about this subject | wncoaching@gmail.com

O Coaching pode fazer muito pela sua imagem pessoal e profissional

2010-06-28T01:15:00.000-07:00

O Coaching pode ser um processo decisivo na sua vida.
Este serviço é parte integrante dos nossos cursos de consultoria e dos serviços diversos personalizados que temos para si.

Se pretende mudar a sua imagem, melhorar ou ainda reforçar o que lhe dá mais segurança no seu estilo pessoal, aproveite o dia 30 de Junho para saber mais sobre si.

Neste dia oferecemos dicas, conselhos.
Fique a saber mais sobre os serviços que pode encontrar na Blossom.
Desde a consultoria de imagem, coaching, análise de estilo, closet restyling, entre tantos outros
Teremos todo o gosto em recebê-lo(a)!
Ficamos à espera da sua visita!

Para mais informações ou esclarecimentos adicionais, por favor contacte:
Cátia Carvalho
catiacarvalho@blossom.pt/ 211 571 897/ 96 67 51 347

CM | More about this subject | wncoaching@gmail.com

Coaching Executivo e Responsabilidade Social

2010-06-25T09:08:00.000-07:00

O Coaching é um processo que persegue como objectivo prioritário o máximo desenvolvimento profissional e pessoal do coachee e, realizado de uma forma óptima e correcta, pode fazer uma profunda transformação da pessoa que o recebe.
O Coaching Executivo ou Executive Coaching pode ajudar ao coachee ou director ao que se dirige o processo a gerir, administrar ou dirigir sua companhia ou a área de negócio sob sua responsabilidade de uma maneira mais responsável, sustentável, ética, solidária, humanista e, conseqüentemente, mais rentável, produtiva e competitiva se o referido processo de Coaching comporta implícito um enfoque ou método associado ao conceito, contido e significado de Responsabilidade Social Corporativa ou Empresarial.

É possível desenvolver o processo de Coaching Executivo de uma perspectiva que contemple a Responsabilidade Social Corporativa, em virtude desta visão, o coachee pode projetar o benefício que lhe proporcionou o referido processo de coaching, não somente a título individual mas também em relação aos diferentes stakeholders ou grupos de interesse que operam no seu ambiente de trabalho e pessoal e, igualmente, aplicar tudo a aprendizagem à mais uma gestão com as necessidades da empresa, clientes, capital humano, meio ambiente, grupos desfavorecidos, acionistas, provedores, cidadania, meios de comunicação, comunidade local e, em geral, da sociedade.

O Executive Coaching, visto do prisma da Responsabilidade Social Empresarial, pode ajudar aos diretores a construir organizações que desenvolvam culturas corporativas baseadas em valores e benefício econômico, já que, a Responsabilidade Social Empresarial ou Corporativa conceitua a empresa como uma combinação entre o modelo financeiro, que persegue a máxima rentabilidade e contribuição de valor para o acionista e o modelo socialmente responsável, cujo objetivo fundamental radica na gestão sustentável e solidária da empresa, ambos modelos são compatíveis entre si e unidos supõem uma vantagem competitiva e um elemento diferenciado que potencializam a rentabilidade e a produtividade da empresa.

O Coaching, como processo socrático de formação, consiste em conversações ou diálogos, através da relação entre perguntas e respostas que mantêm duas pessoas, coach e coachee. No referido processo, o coach exerce de mero estimulador, indica o caminho e conduz à resposta ou a uma possível solução, mas é o coachee quem deve chegar nela por si mesmo, ajudando-se da reflexão, o pensamento, o potencial desenvolvimento do lado pessoal e profissional, a mudança de atitudes e aptidões, a melhora de habilidades e concorrências, o estudo, a observação, a meditação e a potencializarão do talento e as capacidades humanas.

No Executive Coaching, o citado vínculo entre perguntas e respostas que conforma o processo, deve integrar um componente social, ético e humanista, isto é, o coachee ou executivo, por mediação do coach, deve ter consciência da importância que supõe, tanto para seu desenvolvimento profissional como pessoal, contribuir valor social e econômico à sociedade no seu conjunto e executar seu trabalho a uma conduta moral e a um código ético determinado, a melhor plataforma para isso é sua posição de diretor, já que, as decisões que adote afetarão, positiva ou negativamente, ao bem-estar da empresa que administra e, inevitavelmente, à sociedade de maneira global.

Um dos principais objetivos do Coaching é potencializar e desenvolver as capacidades pessoais e profissionais do indivíduo ou coachee, o coach utiliza o método clássico de perguntas ao objeto de induzir ao coachee a buscar no seu interior e a encontrar por si mesmo concorrências, aptidões, habilidades e capacidades ocultas que não é consciente que as possui ou não as desenvolveu ainda.
Certamente, o Coaching persegue, também, potencializar aquelas outras capacidades desempenhadas habitualmente e de ótima forma pelo coachee, mas que são suscetíveis de melhora.

No Executive Coaching, o coach tem a oportunidade de fazer chegar ao coachee ou diretor a seu interior e este, em conseqüência disso, pode descobrir algumas inquietações de tipo social que mantinha oculto, desta maneira, poderá adaptá-las ao modelo de gestão de sua empresa, portanto, o diretor poderá executar e pôr em prática na empresa determinadas estratégias corporativas e institucionais como o enfoque humanista, a missão social, a responsabilidade meio ambiental, a gestão sustentável, a direção por valores, políticas sociais relacionadas com a Responsabilidade Social Corporativa Interna, tais como a implantação de medidas de conciliação e igualdade, voluntariado corporativo, integração multicultural, gestão social da diversidade, contratação de pessoal incapacitado, etc, e incluí-las no plano estratégico, plano de negócio ou plano diretor da companhia que dirige e, certamente, na estrutura organizacional da mesma.

Paralelamente, o coachee também desenvolverá, no âmbito pessoal, determinadas concorrências de gestão e habilidades diretivas baseadas nas relações pessoais, dotando-as de um tratamento humano e solidário, com o objetivo de melhorar o clima trabalhista da empresa e a qualidade de vida do capital humano da mesma, em nível interno e, igualmente, produzir uma melhora nas relações institucionais e corporativas, em nível externo, conseqüentemente, se fixará no impacto que produz nas pessoas algumas decisões que única e exclusivamente avaliam o benefício econômico e que, a longo prazo, podem ser prejudiciais para sua própria empresa, melhorará a comunicação, as habilidades sociais baseadas na empatia e a inteligência emocional, a negociação win-win, o trabalho em equipe, a escuta ativa, a orientação ao cliente, a liderança por valores, a delegação, etc.

CM | More about this subject | wncoaching@gmail.com

Como escolher um bom Coach?

2010-06-22T14:31:00.000-07:00

Sobre o Coaching, tem-se montado todo um artifício no qual se encontram as mais diversas propostas, seja de metodologias quanto de “especialistas”, que oferecem seus serviços utilizando até métodos que têm como base os meios de comunicação da Internet ou telefone, e considerando-se que ambas podem ser úteis, sempre que sejam utilizadas como auxiliares e apoio em um processo de Coaching, uma comunicação feita somente ou massivamente através de qualquer das duas levará este processo ao fracasso absoluto, pois, entre outras coisas, o processo de Coaching para que seja eficiente requer presença e proximidade do Coach com seu “cliente”.

De qualquer maneira, não é minha intenção ter uma visão ortodoxa do Coaching e desqualificar qualquer metodologia que seja diferente à minha, que é a da minha empresa, porém o que quero esclarecer é que o Coaching, para que seja eficiente, requer uma série de condições, dentre as quais destacaria o rigor e a dedicação do Coach. Mais ainda, diria que para o Coaching consiga bons resultados tem que desenvolver-se como um processo artesanal e não em série, ou seja, não tem dois Coaching iguais, já que não tem duas pessoas iguais, por isso a necessidade de dedicação, a necessidade de rigor e de aproximação e presença, já que, como falam os ingleses, “o diabo está nos detalhes”. Sem tudo o que foi dito anterior e sem a sensibilidade necessária, os matizes e os detalhes se perdem e neles uma boa parte da eficiência do processo.

Também não vou falar que há “intrometimento” no Coaching, entre outras coisas porque não se exige nada para isso, nem faz falta um título específico que certifique bons Coach, nem um certificado emitido por nenhuma organização, o que não sei se seria ainda pior. Mas o que posso dizer é que nem todos os Coachs no mundo que são ou que dizem sê-lo, são iguais. Como em todas as profissões, há os bons, regulares e ruins, inclusive aqueles que são muito ruins. Mais ainda, os bons podem ser bons em algumas circunstâncias concretas, agora, os ruins e muito ruins, o são sempre e em qualquer circunstância.

Isto quer dizer que em um processo de Coaching, provavelmente, para não dizer com segurança, uma das coisas mais importantes e delicadas é escolher o bom Coach ou, o que é o mesmo, o Coach mais adequado que, a priori, pode garantir o seu sucesso.

Como já disse, todo processo de Coaching tem, ou deveria ter, como principal objetivo desenvolver o executivo para o seu aprimoramento, apoiando-se em seus pontos fortes para trabalhar, com bons resultados, sobre as oportunidades de melhora que todos temos. Ou seja, o Coaching não é apenas para executivos com problemas, muito pelo contrário; os resultados costumam ser mais espetaculares com os bons executivos porque são otimizados.

Então, como escolher um bom Coach?
Escolher um bom Coach é quase um desafio. Por isso, é muito difícil utilizar os conhecimentos para catalogar, porque não existem problemas ou desafios que possam ser classificados, pois, como já foi dito, cada executivo é diferente. O que pode existir são algumas características determinantes ou um conjunto de aspectos, que mais na frente mencionaremos, que asseguram a base para um bom Coaching.

Existe uma série de características que todo bom Coach deve ter, entre outras:
1. Ser um espelho que transmite uma imagem fiel
2. Ser um facilitador do desenvolvimento
3. Atuar com generosidade
4. Ser capaz de ajudar a descobrir os pontos fortes e as oportunidades de melhora
5. Pensar no futuro centrado nos efeitos
6. Ter uma boa dose de empatia
7. Ser um transformador centrado nas soluções
8. Saber escutar ativamente

Pois bem, já temos tudo isto. Agora, como escolher um bom Coach?

Eu penso que o simples sempre funciona e é eficaz, portanto a minha fórmula, para isso, tem como base cinco aspectos que cito, não por ordem de importância, pois todos são importantes:
1. A metodologia que o Coach vai aplicar no processo. É fundamental.
2. A “química” que se estabeleça, desde o primeiro momento, entre o Coach e o “cliente”, de tal maneira que seja à base de confiança sem a qual o processo de Coaching não chegará a nenhuma parte (cuidado, esta “confiança” no início é apenas uma impressão, mas se existe essa “química”, esta irá se consolidar no decorrer do processo. Quem diz “química” quer dizer compatibilidade).
3. A credibilidade que o Coach tenha para o “cliente” em função de suas características, experiência, trajetória profissional, etc.
4. A experiência do Coach como profissional, o que tem feito como executivo primeiro e como Coach também. Não para transmitir a experiência vivida, o Coaching é acima de tudo um processo de auto-desenvolvimento e auto-aprendizado, para que o Coach possa entender correta e completamente a situação do executivo, sua problemática e seus desafios e possa valorizá-los adequadamente.
5. A ética do Coach. Coaching é um processo que requer confidencialidade de ambas as partes. Apenas o que se autoriza pode ser transmitido fora do processo. Portanto e, ainda que a ética seja algo que o Coach deva supor, na prática terá que demonstrá-la.

Não é complicado, mas é difícil; por isso, como disse, é quase um desafio, principalmente se não for tratado com o devido rigor e não for feito corretamente.

Às vezes, parece como se fazer Coaching na empresa desse um certo tom, e há mais preocupação pela quantidade e pelo orçamento a investir, do que pela qualidade e pelos resultados a serem obtidos.
No Coaching, como em tudo, a qualidade tem um custo, mas como em todo investimento, e o Coaching como todo processo de desenvolvimento o é, o mais importante são os resultados obtidos, que são os que justificarão, ou não, a rentabilidade da mesma.

Escolher um bom Coach me parece decisivo para obter os melhores resultados do processo e, como conseqüência, obter a mais alta rentabilidade.

CM | More about this subject | wncoaching@gmail.com

When a client is NOT a good fit...

2010-06-15T03:58:00.000-07:00

One of the most rewarding aspects of coaching is that feeling coaches get helping a client realize one of their most cherished goals.

Coaching is a business, and – like doctors, therapists and many other service providers– not everyone who asks for coaching services will turn out to be a good fit.

Obviously, there will be situations where coaches have ethical, moral, practical, or other reasons not to accept a potential client. Coaches will also encounter some prospective clients who fall into a “gray area” – where there isn’t a clear reason to refuse the person as a client, but yet there is some uncertainty about working together.

So how should coaches deal with a client who is NOT a good fit?

Challenge or Opportunity
At first glance, having an unlikeable client is a challenge. But if coaches look a little deeper, it can become an opportunity – to investigate themselves, their motivations, their unconscious attitudes and values, perhaps even unrecognized prejudices and mistaken beliefs.
A sincere effort at introspection can result in a more effective and compassionate coach.
A first question could be something along the lines of “Is it me disliking him, or me disliking something in myself?”
The difference is profound and important for personal growth. Once coaches determine an answer to that question, other questions will surely suggest themselves.
A final question should always be: “Do I need (or want) this kind of challenge?” The answer will have important insights for the coach.

Friend or Foe
If the coaching relationship progresses, coaches get to a point where they are preparing to offer some combination of alternatives, homework, suggestions, or work with clients on step-by-step action plans. At that moment, perhaps they should try a “Friend or Foe” test and ask themselves: Would you change your conversation with this client if instead, you were giving it to a close friend?
The degree of change, and in which direction, may help determine to what extent the coach’s interaction with this client is impartial, fair-minded, and professional.

Will The Client Become More Likable?
If a client has some documented communication or personality issues, is it part of a coach’s job to improve his or her likability?
Consider how others (bosses, co-workers) might perceive this person, and if their perceptions tend to be negative, coaches should be aware of the roots of the problem. Sometimes encouraging small changes in a client’s tone of voice, body language, choice of words, or personal attitude can create large differences in how they tend to be perceived.
What obligation does a coach have to improve the client’s opportunity for future success and happiness in this area?

If your client’s “unlikability” runs very deep, a coach still may be able to encourage an improvement even without effecting a complete turnaround.

Or at what point does this become a referral to a therapist or counselor?

CM | More about this subject | wncoaching@gmail.com

Career Coach: How to juggle multiple jobs?

2010-05-25T03:22:00.000-07:00

A second job — if you could find a suitable position — may become essential.

If you find and take a second job, there will be extra income, of course, but more money also will go out the door to cover costs like extra child care, commuting, etc.

Obviously, going to work for a competitor of your main employer could easily lead to you getting fired, so think about the big picture. Your main employer might still frown on moonlighting, so find out what would be considered acceptable. In many cases, there may be additional work at your job now that you weren’t aware of.

Before saying yes to a second gig with another employer, thoroughly consider these other issues:

MAKE IT DIFFERENT
If your primary job is physical in nature, you may want to find a second job that’s sedentary. After all that activity, it may be far easier to work a second job in which you can sit down.
Also be careful about taking a second job that requires significant brainpower if your main job requires a great deal of thought and analysis. Two retail jobs would likely be exhausting for anyone, but a desk job followed by one at a restaurant, for example, might make it easier to plow through your second shift of the day.

DON’T FORGET TO SCHEDULE LIFE
If at all possible, try to focus on jobs that allow for a schedule that’s workable not just with your primary job, but also with your life. Try to arrange your schedule so there’s at least one day a week in which you’re off from both jobs. Recharging is critical to maintaining your life balance, family connections — and sanity.

KEEP IT SEPARATE
However tempting it may be to check your work e-mail or make a quick phone call for one employer while on the clock of the other, avoid blurring the lines. Be honest with both employers about the fact that you’re working more than one job and may not be home in your off hours. And make sure each boss knows that, when you’re on their schedule, you’re fully present with your head in the game — their game.

TRY FOR TEMPORARY
Even if your second job is not a temp job, do your best to make it temporary. Ideally, your goal should be to regain lost financial ground or save for a specific goal so working two jobs is not a permanent commitment. The most industrious among us would still likely agree that being on the job so many hours will eventually wear down any hard worker.

CM | More about this subject | wncoaching@gmail.com

Coaching technical specialists

2010-05-20T03:09:00.000-07:00

We live in a world of technology and specialization, so it’s no surprise that many people need coaching to improve their success in highly technical situations. To help them, you must augment the techniques that work for coaching generalists.

Here are some ideas to help you do a better job when coaching technical specialists:

Motivational Profile
Technical specialists – think circuit designers, refinery engineers, and so forth – are likely to have a passion for some unusual, narrowly-defined aspect of their jobs. They may be exceedingly interested in raising the quality of factory output, or fascinated by the calculations and judgments required to complete certain tasks. They may get an “adrenalin” rush from performing intricate physical operations, or may lose track of time while delving into the details of phenomena or processes totally unknown to you.

As a result of their highly targeted passions, technical specialists are likely to focus on that “favored” part of the job.

Not surprisingly, they may neglect some of their less interesting responsibilities, including perhaps the kind of administrative and organization- or client-oriented work needed to succeed in most careers.

One key to successful coaching of technical specialists is therefore to utilize your understanding of their motivational profile to help redirect your client’s highest levels of passion and zeal toward what now may seem “boring” or “trivial.”

Establish Rapport and Respect
Another critical element in successfully coaching technical specialists is the level of rapport and respect you can build. That’s why your listening skills are particularly crucial. With the right relationship, you can often get a technical specialist to follow your lead into previously unexplored or unpleasant territory. Without it, your ideas are easily lost in the everyday “background noise.”

It’s often helpful to think of coaching technical specialists along a series of stepping stones. One bit of credibility can lead to another.

You may be able to win your “technical specialist” client’s respect by helping her get additional resources she needs to do her job the way she likes it done.

For example, one coach was able to help her client talk his boss into purchasing a much-desired piece of electronic calibration equipment. Later, she used this success as ammunition to help her client bring that boss some important production and inventory reports on time – which immediately had favorable repercussions for her client’s career. You may also build your credibility by exploring savvy suggestions for navigating corporate politics.

An important basis for rapport is your willingness to listen carefully to your client’s exploits and difficulties.

Another is your effort to understand his work, anticipating his problems and appreciating his solutions, or displaying in-depth awareness of your client’s unconscious preferences and passions. Assuming you have enough background, it’s also helpful if you can learn enough to communicate on your client’s level – in his language – not yours.

Once you have built a rapport, you can more easily help your technical specialist clients address any elements in their work and environment that may have restrained and constricted their careers.

CM | More about this subject | wncoaching@gmail.com

Kids Life Coaching

2010-05-18T00:22:00.000-07:00

After listening to so many mothers discuss the difficulties their kids faced in school, the idea came up: to help build kids self-esteem through Coaching.

What kids can learn?

 Trust their own decisions

 Be confident enough to say “no” to peers

 Look within themselves for the rights answer

 Take responsibility for their decisions

 They can create their own future with the decisions they make

 Be grateful for all the beautiful things they already have in their lives

 They are responsible for their own attitudes

The proposed age to start with kids in this new type of learning is not fixed, though it´s crucial that the kid has a certain level of responsibility.
It´s highly recommendable to start with 9 years old.

CM | More about this subject | wncoaching@gmail.com

Interim Managers & Coaches: Skills and Benefits

2010-05-13T06:27:00.000-07:00

Can you identify differences or similarities?
Can both be an asset for the organization?

Speedy deployment of resource with relevant skill
Interim Management is a quick solution as resources can usually be on-board within a week of notification/selection and only those fully and properly skilled to delivery the service are deployed.

Effective
Due to their skill level and expertise, these resources will be fully productive in a matter of days.

Accountable
Interim Manager will take full and direct accountability for the assignment including delivery of objectives; budgets; resource management etc, in accordance with the scope of the assignment.

Flexible
The nature of Interim Management means the greatest flexibility from a client perspective including the extension; expansion or termination of the service.

Expertise
In accordance with respective Interim Managers experience at Senior functional or General management level, a greater degree and spread of business expertise is available to the client and skills transfer and mentoring if/as appropriate is an integral element of the brief.

Not Political
Interim Managers are sensitive to each client's ethos, but not constrained by its politics or personalities

No impact to Succession Planning
Interim Managers are not permanent resources within the organisation, therefore their position does not pose any threat to internal resources & associated succession planning processes.

No impact to Permanent Headcount
Interim Management provides a solution when clients are constrained on permanent headcount, but still must deliver business objectives.

CM | More about this subject | wncoaching@gmail.com

Especialmente para si...

2010-05-07T02:05:00.000-07:00

...Para si em especial que pretende conhecer-se melhor.
Para si em especial que sente a necessidade de mudar algo na sua vida ainda que não saiba exactamente o quê.
Para si em especial que necessita melhorar as relações interpessoais.
Para si em especial que procura mais conhecimento.
Para si em especial que quer saber mais sobre Coaching.

Prometemos um curso inovador, num espaço muito moderno e inspirador.
A beleza e o bem estar são a nossa grande marca !
Temos muito para lhe dar e muito para aprender consigo!
Leia um pouco mais sobre o nosso curso:

Introdução ao Coaching

O que é?
Se as relações interpessoais bem sucedidas são a base do nosso bem estar, é importante saber um pouco mais sobre si e sobre os outros.
Este curso de introdução ao Coaching irá fornecer-lhe os conhecimentos necessários para aprender a tornar mais eficazes dois seus grandes recursos que são a linguagem e a escuta pondo em evidência os seus pontos fortes e pondo-o em contacto com as suas fraquezas.
Quais os objectivos?
Aprender a importância da aprendizagem transformacional na primeira pessoa.
Dotar os participantes de competências e habilidades para melhorar o seu desempenho de modo frequente e continuo.
Aprofundar noções sobre a especificidade da linguagem ao serviço do sucesso nas relações pessoais e profissionais.
Quais os benefícios?
Aumento da sua auto-estima.
Melhor clareza em relação às suas metas e valores
Profunda confiança em si próprio
Ultrapassa e vence bloqueios
Adquire a capacidade de se colocar no lugar do outro

Mais informações: http://www.blossom.pt/o-que-e/
Inscrições: http://www.blossom.pt/contactos/

Espero por si!

CM | wncoaching@gmail.com

Atitude é Tudo!

2010-05-04T08:05:00.000-07:00

No meu percurso profissional, vivido em vários hotéis de 5 estrelas, sempre me fascinou a forma de comunicar entre as diferentes pessoas, oriundas de diversos países e culturas.

Fascinavam-me também as diferenças entre a comunicação interna dos hotéis de cadeia internacional por onde passei. Era sempre diferente!

Durante muitos anos fui “formatada” para comunicar; vender uma marca colectiva. Comunicava com o cliente sempre com uma linguagem de empresa, vivia a cultura corporativa e era minha função contagiar os outros, vender a marca. Pela apresentação pessoal, pela excelência no serviço, pelos procedimentos standard entre muitos outros.

Os anos foram passando e questionava-me sobre, de que forma posso melhorar a minha marca exterior (Outer Branding) que por vezes sentia passar por uma prestação quase mecânica, utilizando o que tenho à mão, a minha marca interior (Inner Branding).

De que falo? Ter atitude?
Ter atitude é ter valores, comportamentos, auto-estima e confiança em mim e nos outros.
É uma forma de comunicar, muitas vezes sem palavras.
A comunicação não verbal tem um impacto significativo nas comunicações.
Energia, expressões faciais, linguagem do corpo e comportamentos são a base da forma como comunicamos.
Quando os aspectos positivos destas características ocupam lugar, as palavras tornam-se secundárias.
É este o grande poder da marca que vem de dentro.
Se com isto conseguirmos uma congruência entre o que vem de dentro e o que está fora formamos uma marca pessoal autêntica, que emana confiança e bom senso.

As competências técnicas ensinam-se, as competências pessoais não!
Temos que querer melhorar, mudar algo que está mal e só nós os podemos fazer, ainda que por vezes precisemos de recursos. Mas a transformação vem de dentro e é pessoal e intransmissível!
Assim se formam pessoas com carisma e reputação.

Temos 10 segundos para causar uma primeira impressão nos outros. Só temos uma vez para o fazer.
Deixo aqui algumas dicas para quem quer ser bem sucedido seja em que empresa for:

Inner Branding

1. Seja generoso com os outros quer em palavras quer em actos;
2. Agradeça pelo que tem em vez de se focar no que não tem;
3. Prepare-se para muitos sacrifícios de modo a ter a vida que quer;
4. Encare injustiças e erros como uma forma de aprendizagem;
5. Seja empático para com os outros;
6. Seja bom ouvinte;
7. Dar é uma forma de ter.

Outer Branding

1. Cuide da aparência – é que vemos primeiro;
2. Tenha uma boa postura corporal;
3. Mantenha um bom contacto visual;
4. Use o que tenha a ver com a cultura de empresa onde está e algo que fale de si;
5. Sorria – Contagia;
6. Email, telefone – comunique de forma congruente.

O poder da marca que querem deixar nos outros está nas vossas mãos!

CM | wncoaching@gmail.com

Business Coaching - Benefits for the Individual and the Company

2010-04-30T07:08:00.000-07:00

Business Coaching is the practice of providing positive support and positive feedback to my clients in order to help them recognize ways in which they can improve the effectiveness of their business.
Coaching is an excellent way to attain a certain work behavior that will improve leadership, employee accountability, teamwork, sales, communication, goal setting, strategic planning and more.

Benefits for the Organization:
:: An increase in productivity;
:: Increased customer service;
:: Increased retention of senior people;
:: Reduction in costs;
:: Increased bottom line profitability.

Benefits for the Individuals:
:: Working relationships with their direct reports;
:: Working relationships with their manager;
:: Team-building;
:: Reduction in conflict;
:: Business Relationships with clients

CM | CM Services | wncoaching@gmail.com

Confiança: o ingrediente das relações de sucesso!

2010-04-24T15:31:00.000-07:00

No nosso dia a dia, estamos cercados por desconhecidos em quem implicitamente confiamos porque precisamos fazê-lo.
Somos pessoas em movimento. Somos cidadãos e consumidores numa sociedade global.
Encontramo-nos e trabalhamos com desconhecidos a toda a hora. E com mais frequência do que podemos perceber, confiamos que completos desconhecidos sejam justos, honestos e sensatos na forma como lidam connosco. Confiamos que farão o que dizem que vão fazer, ou no que razoavelmente deles se pode esperar que façam. Quando não o fazem, sentimo-nos indignados ou traídos.

Mas na maior parte do tempo, as pessoas fazem o que se espera que façam, não porque tenham de fazê-lo ou sintam-se compelidas a fazê-lo mas porque sabem (sem estar conscientes de saber) serem elas também participantes de uma rede confiança. A vida seria impossível de viver se não fôssemos parte dessa rede.
A vida, o crescimento e a felicidade são possíveis desde que tenhamos confiança.”

Sem a base provida pela confiança, sólida e conscientemente construída, não temos condições de realizar as complexas interacções necessárias para manutenção e evolução de nossa vida em sociedade. Precisamos aprender a construir e preservar a confiança por meio de um constante processo de estabelecer e honrar compromissos, pautando as nossas relações pelo respeito e pela solicitude.
Creio que somente assim seremos capazes de construir famílias, organizações e comunidades capazes de enfrentar os desafios das próximas décadas.

CM | More about this subject | wncoaching@gmail.com

A importância do feedback!

2010-04-21T09:32:00.000-07:00

O feedback é uma das práticas de gestão mais importantes.
É através dele que o gestor pode explicar aos funcionários como aprimorar as suas habilidades; corrigir desvios de comportamento e de actividades; reforçar as acções correctas; melhorar a motivação e auto-estima das pessoas e das equipes; e orientar sobre o que é esperado, metas e objectivos a alcançar.

Feedback é um processo de ajuda para mudanças de comportamento; é comunicação a uma pessoa, ou grupo, no sentido de fornecer-lhe informações sobre como a sua actuação está a afectar outras pessoas.
Para dar e receber feedback com eficácia é necessário sensibilidade e técnicas. Por isso, aponto abaixo cinco dicas para dar feedback:

1. Seja específico - procure focar comportamentos e atitudes específicas. Evite a generalização. Em vez de dizer: “ A sua atitude é negativa”; diga: “Estou preocupado com sua atitude em relação ao trabalho. Você chegou meia hora atrasado para a reunião de ontem e comentou que não tinha lido o relatório preliminar sobre o que estávamos a tratar. Hoje você diz que vai sair três horas mais cedo para ir ao dentista”.

2. Mantenha uma postura impessoal - o feedback deve focar-se nos tópicos de trabalho. Nunca se devem fazer críticas pessoais por causa de uma acção inadequada. Nunca chame alguém de imbecil ou incompetente, mas aponte de forma directa o erro cometido, sem atacar a pessoa.

3. Escolha o momento certo - o feedback faz mais sentido para o receptor quando é fornecido pouco tempo após o comportamento sobre o qual se espera retorno. Tanto o elogio, quanto a crítica. Não guarde por meses algo importante a dizer. Faça o mais breve possível, estando atento ao local adequado e pessoas envolvidas.

4. Use com moderação - em geral, as pessoas tem dificuldade em receber feedback. Mesmo o positivo. Sendo assim, procure utilizar esta ferramenta quando realmente tiver algo a dizer, corrigir ou elogiar. O excesso faz com que as pessoas criem mecanismos de defesa e passem a não dar valor.

5. Dê tempo ao outro - em vez de elogiar e criticar tudo ao mesmo tempo, separe claramente o que está bom daquilo que precisa ser melhorado. Dê tempo para a pessoa pensar, reflectir e analisar.

CM | More about this subject | wncoaching@gmail.com

Closing more sales!

2010-04-20T00:57:00.000-07:00

It’s the goal for sales managers and professionals alike.
And both are frustrated when it doesn’t happen.
How do I know this? I ask!

Sales Manager versus Sales Coach:
During the needs analysis with a prospect, we always ask “What are the barriers to getting where you want to be?” or “What is keeping you from achieving the goals that are set?” Nearly 90% of the time, one of the reasons given by sales managers is that “My people aren’t closing sales. They do all the work and then the final decision is stalled. They don’t move them through the pipeline.”
If I ask sales people, “What keeps you from closing more sales?” I often hear:
“The buyers don’t make decisions timely.”
When I ask buyers why they haven’t decided, they have said “They never asked!”
Okay, so what can be done to get buyers to decide and sales pros to close? It may be more simple than you think – you need to ask!

I can’t count the number of times I have observed or coached a sales pro to find out that they do a LOT of work to build the relationship, identify the wants/needs and demonstrate their value. And then wait. And check in. And wait. Then check in again. But they never have asked to find out the answer!

Instead, there are important questions to be asked after the recommendation is made!

They questions fall into two groups:

Objections
Decisions

Unless we ask for their opinion on concerns/objections, we may never know where we really stand. Until we ask for a decision we may never ‘win’ the deal.

What can you do to close more sales?
First, find out where they are in their thought process and if there are any objections, ask,
•“How does what we’ve discussed sound to you?”
•“What concerns do you have about this solution or me/my company?”
•“What barriers do you see in implementing this?”
•“How does this align with your goals?
Notice these are open ended questions that ask for opinions, ideas and feedback?

Then after listening and responding appropriately, ask for a decision:
•“What is the next action for you in the decision making process?”
•“Have we covered everything you need to make your decision?”
•“Are you ready to move forward?”
•“Can we initiate the paperwork today?”
•“Should we wrap this up?”

Some of these are still open ended to allow you ‘test the water’ before asking for a decision. But then you HAVE to ask for a decision!
Want to know if this works? Try it and you will see that it does.

My recommendation to you? Look at your pipeline. What prospects are stalled? Which situations did you maybe not ‘close’ with the right questions? Then determine how to initiate contact with the prospect. Your objective is to first identify if there are concerns, find out if what you have discussed is of value to them and then ASK for a decision. The decision might be the buying decision or a decision that they will take an action or talk with you at a specific time. And if you get a ‘no’? Then you know where you stand and can move on to more probable prospects.

CM | More about this subject | wncoaching@gmail.com

When a coach gets coached!

2010-04-16T00:56:00.000-07:00

* This is a real experience*

As part of my personal development, I have hired Dr David T. Binnion from Indigo Consulting Group Co to coach me for a year.
In our first session, I told him that I wanted to improve my coaching performance.
Even though I have not received any negative feedback from my clients, I know that I can improve my performance because I have noticed that some of my clients don't change as much as had I expected they could.

As we meet for my second coaching session, Dr Binion says:
"What do you want to discuss today?"
"I want to talk about a specific case," I tell him.

"Last year I coached Khun Dow, the chief operating officer for a company and a candidate for CEO according to the company's succession plan.
"I interviewed six people who work with her and found that she needed to work on her leadership style. She was too soft, too kreng jai, she did not comment in meetings when she was supposed to.
"After six months of coaching, I didn't see any progress, so I decided to stop."

"Why?" David asked.
"She wasn't ready to change. She didn't do any of the assignments."

"What did you do when you learned that she didn't do the first assignment?"
"I asked her for the reason."

"What did she tell you?"
"She said she didn't have time."

"What did you do?"
"I told her that at her level, she's supposed to be able to manage her time properly. I told her that I was disappointed. I told her that she was irresponsible."

"How did she react?"
"She didn't show any reaction and kept her mouth shut. Lots of silence. I noticed that I talked more and more in the following coaching sessions."

"Khun Kriengsak, what do you think is the real reason that she couldn't change?"
"She wasn't ready to change."

"Let me ask you again, why didn't she change?"
"She didn't want to change."

"Why didn't she want to change?"
"I don't know."

"Khun Kriengsak, remember what we discussed in our first session. We are responsible for problems in our own lives. We brought these problems into our lives. In your case, you were supposed to coach Khun Dow on how to change.

"If she didn't change, who's responsible?"
"I guess I was responsible for her inability to change."

"That's good. Once you accept the fact that you were part of the problem, then you will be able to resolve it.
"So, Khun Kriengsak, what would you do differently?"
"If she didn't have time to do her assignment, I should not criticise her immediately.
I judged her and put her on the defensive.
"I should be patient and use questions to facilitate more discussion."

David acknowledged by nodding his head. "That's good."
"David, what do you do when you ask one of your coaching clients something and she doesn't respond?"

"I wait," he tells me.
"Sometimes people need more time to respond. I pretend to note something on my notepad. If you wait, eventually people will talk. Sometimes I rephrase my question. If people don't respond to a question, they may not have understood it, so I try to ask it in a different way."

My personal conclusions:
- I have to accept that Khun Dow didn't change because the way I coached her did not help her.
Hence, I have to change my approach.
- I have to practise being non-judgemental with her. My role is to help her, not to judge or criticise her.
- I should not jump to conclusions. I should ask and probe in order to better understand her situation.
- When I ask questions, I should be patient and wait for her to reply.
If she's quiet, I should pretend to note something to buy time and wait for her to collect her thoughts.
- Sometimes, I may need to rephrase my question in order to help my client understand.
- I should not offer a solution unless I really understand her situation.

CM | More about this subject | wncoaching@gmail.com

Pode o Coaching ser um impulsionador anti-aging ?

2010-04-10T16:09:00.000-07:00

Quatro segredos da atitude anti-aging:
1.Optimismo;
2.Gratitão;
3.Abraçar uma atitude de aprendizagem e mudança;
4. Saber lidar com a obsessão, preocupação, ressentimentos.

Não importa se são aos 30, 50, 60 ou 100 anos de idade que você pensa, sente e é jovem.
Quando você pensa em longevidade, você sente-se mais jovem.
Vê-se no seu rosto, na sua postura, e na sua energia. Quando você parecer mais jovem, as pessoas vão tratá-lo melhor.

Se você agir como as pessoas envelhecidas os outros:
• Tratam-no como se fosse invisível ;
• Evitam-no;
• Não se lembram de si numa promoção ou oportuniadde de negócio.

Quando você exala juventude, você atrai amigos e admiração em todas as idades.

Exemplos de vitalidade incluem homens e mulheres em suas centenas de pessoas que dançam, ensinam nas universidades, orquestras de conduta, atuam em filmes, escrevem livros mais vendidos, pilotam aviões, tiram o seu diploma universitário, são expert em esportes, correm para o Congresso e têm filhos.

Gostaria de saber os seus segredos?
Você conhece o ditado, "Ninguém se importa o quanto você sabe até que saibam o quanto você se importa?" Meu corolário é: "Ninguém se importa como seu cabelo é cinza ou quantas rugas você tem quando você pensa, sente e age como jovem, com energia, entusiasmo e sempre com atitude positiva. "

Não se trata de rugas ou cabelos brancos, é uma questão de atitude e alegria de viver.

A maioria das pessoas espera sentir-se e parecer velho aos 50, 60 ou 70. Os seus corpos seguem as expectativas da sociedade. Eles curvam-se ao pensamento convencional e pressão dos colegas para "agir conforme a sua idade" - e mostram-no.
As expectativas e sabedoria convencional de quem pesa jovem levam-nos a pensar: Não tem que ser dessa maneira!
Não caia nesta armadilha. A única solução muito relaxante leva 20 minutos por dia. O tempo ideal para se ouvir enquato entra num sono de boa noite.
Você precisa cuidar de si mesmo fisicamente. O maior segredo para a longevidade e vitalidade, porém, é o quê e como você pensa!

Se não tem energia suficiente para atingir esta forma de estar, um Coach é um dos recurso importantes para fazer este caminho, basta querer.

Viva jovem, viva mais leve!

CM | wncoaching@gmail.com

Using a Coach to Explore Career Options

2010-04-07T01:45:00.000-07:00

The tight job market and the shrinking of some industries has caused many professionals to reconsider their career paths. Some go back to school for training, others are starting at the bottom in a new field. Using a life or career coach can help during the exploration process — and steer you on the right path.

People who are unhappy in their current jobs or lost their job may be worried about the future and have no perspective about the “big picture,” and a professional can help bring back the focus, working collaboratively with the client.

The most important part in career transitions is knowing yourself, including passions, strengths and weaknesses. “If you know yourself well and know how to articulate it, you can take the next step, telling the world who you are and getting traction,” he says.
Knowing yourself means personal branding — a buzz phrase that entails creating a professional image used to market yourself, similar to how a product has a brand.
A coach can be a sounding board and a mirror in this process and help look at things from all sides. The coach can also keep you accountable, much like a personal trainer would.

Victoria says there is typically no cookie-cutter approach to career coaching, and her method depends on a person’s circumstances and the reason for the transition: It is someone close to retirement who just needs a new job for a while, for example, or is it a young person with a college degree who realized he or she doesn’t like the choice made? Or maybe it’s someone underutilized at work and simply needs a different position instead of an entirely new career. “I can teach people how to create their own position within the context in which they’re in,” she says.
She says the most difficult part about career transitions is the actual doing of the work, figuring out what transferable skills and undiscovered talents you may have. Another key is self-confidence, and she trains people how to be more confident in themselves. “Confidence is vital. If you don’t have confidence, you’re very needy and employers don’t want to hire needy people,” she says.

“No matter what the circumstances are, whether a person made a choice to change a job or someone made the choice for them, it’s unsettling,” she says. “It’s really important for them to become centered so they can see the whole picture.”
A wellness coach can look at the physical and emotional aspects of transitioning, and help you create a system for dealing with them in an organized way.

Working with a coach is a highly personal transaction so it’s important to hire someone who’s a good fit. Branson says there should be a certain chemistry and when you first meet with a coach, pay attention whether the session makes you feel energized or neutral (or maybe even worse than before), whether the coach has the personality that complements yours. “One of the most important things in hiring the coach is to be very clear what you want and where you want to be at the end,” he says. “Be really direct about what you think you need.”

CM | More about this subject | wncoaching@gmail.com

Effectively Coaching Older People

2010-04-05T15:15:00.000-07:00

The ability to coach older people is definitely becoming a required arrow in your quiver.
While this is a very complex area full of details to master, it’s most important for coaches to understand that older people are likely to be different from younger ones with ostensibly the same skills and aspirations, perhaps as follows:

1) Some older people may have greater difficulty than younger people in changing to new methods or mastering new technologies. They may be less comfortable with the new ways of thinking, communicating, and accomplishing goals, and they may be slower to adapt to newer procedures. Some older people may become irritable when pressed to keep up or step up.

2) Some older people have reduced physical agility and strength. In certain situations, this may not be a significant handicap. But if they are interested in projects or careers that involve physical requirements, such as field work or heavy lifting, their limitations can create problems or compromise productivity. What’s more, some older people won’t readily acknowledge their reduced capabilities, or the problems this poses.

3) Some older people are longer operating at their peak of efficiency and productivity. Although their performance may still remain acceptable, they may complain about or resent any sign that others are more capable than they.

4) Some older people may have difficulty accepting coaching from younger people. Older people, for example, may be far and away more qualified than others at handling specific responsibilities and tasks. But for a variety of reasons, they may be reluctant to take advice or suggestions from a coach who knows less or has a shorter track record.

Some older people may exhibit a perfectly contemptuous attitude toward young people — especially those trying to provide coaching. The problem can be made worse if the older person actually does know more than you about their work.

ADVANTAGES
Despite these potential problems, older people often have the advantages of special strengths and “seasoning” that make them capable of achieving as much or more success as those who are younger. For example:

1) Some older people are extremely motivated to succeed. They not only take a great deal of pride in their capabilities and their results, they may literally define themselves as what they do.

2) Some older people respond especially well to coaching, and can change faster and accomplish more with relatively little direct intervention, compared with less-seasoned, less-experienced people.

3) As a group, older people tend to post much better performance statistics in employment and productivity-oriented situations than comparable younger people. They are more frequently on time, more reliable, and earn higher ratings from those who evaluate their work. They also take fewer days off due to personal problems and child-care emergencies.

SENSITIVE TECHNIQUES
To compensate for these problem areas and capitalize on an older person’s strengths, coaches should make conscious attempts to utilize more sensitive techniques and more personal approaches when working with older people.

1) Ask for their input. From time to time, make a point of asking the older person for information, such as suggestions about how best to handle a difficult issue, or where to go for information or expertise that might be required. Apart from helping the older person feel more useful, this technique will likely save you time and effort because older people can easily make a coach’s life much more difficult by putting up resistance to every inch of progress.

2) Foreshadow changes that will affect the older person. For example, if you would normally provide a younger person with one or two weeks’ notice about a new exercise or a change in procedures you’re going to encourage them to try, give the older person three or four weeks’ notice, and several interim reminders that the change is coming. It’s also helpful to provide somewhat more detailed information about exactly what you’ll expect the older person to do after the change has come into play.

3) Allow older people more time to adjust. If you would expect a typical person to take a month or two to get used to a new approach or a new way of thinking, for example, make room in your plans for the older person to have three or four months of adjustment.

Slower paced one-on-one coaching can be particularly helpful for older people, because it gives them more freedom to make mistakes and to ask questions, and also provides them with very clear direction about how to get better results under changing conditions.

As you probably recognize, older people frequently have special skills, perceptions, knowledge, and abilities that can contribute to their own success and the betterment of their organization and/or society. If you make the effort to be sensitive to them as individuals, you’ll find coaching them can be even more rewarding than coaching younger people.
by Robert Moskowitz

CM | More about this subject | wncoaching@gmail.com

How can your Coaching business survive the recession?

2010-03-31T00:49:00.000-07:00

So what’s a coach to do when a client is too broke to pay?

Here are some ways you and your business can survive:

1. Barter
Your clients may be short on cash, but are they rich with chickens and eggs? Ok…maybe not chicken and eggs. Coach Kathi Smith, has traded services with six clients over the last year. “I have to get my driveway plowed and teeth taken care of somehow,” she says. For example, a dentist replaced two fillings and cleaned her teeth in exchange for two hours of coaching.

2. Remember that publicity can lead to payment
Michelle Casey offered 12 free phone sessions as part of her “When I grow up” scholarship. Twenty-seven people entered the contest, which she publicized on Twitter, Facebook and her blog. Five of the applicants ended up becoming paying clients.

3. Shorten the session
Dr. Anita Mentoris normally coaches people for 45 minutes or an hour. But if someone can’t afford her full rate, she’ll offer a 30 minute session. Dr Mentoris doesn’t feel the clients get shortchanged in the shorter session. “The primary difference is that in shorter sessions, we only focus on one issue each time,” she says.

4. Offer discounts
Consider having a sale or a package deal. Coach Daniela Schmitdt says, “I’ll give long term clients a break on one month of sessions or offer ten sessions for a certain amount of money.”

5. Accept due after payments
Career coach Karen Rosemary has clients pay what they can up front with the remainder due after they find new employment. “If I’m any good at what I do, my clients will be able to afford to pay me at the conclusion of our work together,” she says. “And if I’m not good, they shouldn’t have to pay me anyway.”

6. Institute a sliding scale
International Coach Federation President, PCC, offers one rate for people who make under $50,000 per year and more for those with bigger paychecks.

7. Make your office child-friendly
Moretti ended up booking one more session because her coach said she could bring along her toddler to avoid paying a babysitter. The coach stocks her office with crayons and coloring books so she and Moretti can talk. Moretti says, “That little offer made me willing to come again.”

The Coaching Commons.

CM | wncoaching@gmail.com

A ética no Coaching.

2010-03-26T15:35:00.000-07:00

A ética (do grego-ethikos), refere-se à moral e obrigações do ser humano.

Mais ainda, refere-se às atitudes, responsabilidade e valores com que nos relacionamos uns com os outros e com o mundo.

O vínculo Coach-Coachee está fundado na ética destes valores.

A raíz desta relação é acima de tudo o amor e respeito pelo outro como legitimo outro.

A integridade permite-nos viver com dignidade. Dignidade esta que se reflecte no honrar da palavra, honrar de compromissos, confiança e cooperação.

É uma relação de compaixão, não de complacência.

A conceptualização em que se baseia o Coaching, sua metodologia e ferramentas que usa, são recursos muito poderosos.

São ferramentas para a dignidade e aprendizagem, para dar suporte ao Coachee de forma a que este descubra que o poder está nele próprio.

Não são ferramentas de manipulação, não são usadas para ter poder sobre o Coachee, nem para dizer o que este deve fazer e como fazer.

O conceito de processo de Coaching fala da interacção e relação interpessoal entre Coach e Coachee.

A natureza desta relação pertence à dimensão da ética.

CM | wncoaching@gmail.com

As 15 caracteristicas de um Líder Coach

2010-03-25T07:39:00.000-07:00

Respeito pela diferença
Capacidade de adaptação
Disciplina e rigor
Geração de orgulho e reconhecimento
Gosto pela descoberta
Visão para inspirar ideais e objectivos
Preserverança
Capacidade de escuta
Empatia e gosto pelo relacionamento
Paixão pelo desenvolvimento do outro
Capacidade de observação
Confiabilidade
Prudência
Destreza no manejo de perguntas abertas
Inteligência Emocional

CM | wncoaching@gmail.com

How can coaching and sustainability be linked for significant impact?

2010-03-16T09:48:00.000-07:00

Most large organisations are making moves towards sustainability.

Leading organisations are integrating ecological and social factors into strategy.

Many factors constrain organisations progress, but the barriers of culture and values have so far received limited attention.
And, coaching has not been widely used as a means of integrating sustainability into culture and strategy.
Now values and culture, rather than technology or prices, are increasingly been seen as primary constraints, and coaching is emerging as a powerful and effective tool for transformation. At the leading edge, more organisations are making the connection between personal development and sustainable development, between a coaching culture and sustainable innovation.

Organisations at the leading edge are embracing the opportunity to drive innovation through shifting their culture, and the values and mindsets of employees. Those that are still focused purely on technical fixes and policies are missing an opportunity to leap ahead of their competition. The link between ‘inner’ (values, psychology, culture) and ‘outer’ (technical, structural, environmental) development is real and critical to organisational success. But, few organisations know how to effectively facilitate and benefit from those inner shifts.

To achieve the transformational change that the current social, ecological and economic context demand, they need to go beyond just focusing on the ‘outer’, objective aspects of sustainability, and go deeper to also address the inner roots of their unsustainability.

Inter-subjective, dialogic processes like coaching are a powerful and effective way to accelerate leadership development and adoption of new values and culture. They foster innovation and adoption of behaviours and systems that can enable development of organisations and society towards sustainability. Organisations that aren’t encouraging this type of interaction with and between staff are missing a crucial piece of the sustainability puzzle.

Coaching can take many forms to support personal, team, business and sustainable development. Critically, coaching represents an already-common method for development that is not being used to its full potential to support organisation’s own success and contribution to societal ’success’ i.e. Sustainability.

CM | More about this subject | wncoaching@gmail.com

Somos movidos por dois tipos de motivações!

2010-03-12T05:33:00.000-08:00

Depois de estudar as bases teóricas do Coaching e PNL, gostaria de partilhar uma ideia interessante. Existem dois tipos de motivações que nos movem.
Existem dois tipos de pessoas no que diz respeito a motivação - “ longe de” e “ em direcção a”.

Estes dois tipos de pessoas são inspiradas e motivadas por coisas diferentes. Saber um pouco mais sobre este tema, ajuda a comunicar de forma mais efectiva com estes dois tipos.

Sentiria motivação se alguém lhe dissesse: “Quando atingir o seu objectivo, ganha um bónus” ?
Ou em vez disso, a motivação crescia se lhe dissessem: “Se não atingir o objectivo, não ganha o bónus”?

Se respondeu que sim na primeira é uma pessoa que se motiva “ em direcção a “. Se respondeu sim à segunda é uma pessoa que se motiva “ longe de”.

Nenhum dos dois tipos é superior ao outro. Ambos têm forças e fraquezas.
As pessoas “ em direcção a “ movem-se por algo que querem muito. Nem sempre param a meio do processo para pensar em potenciais problemas. São grandes entusiastas, cheio de ideias e dão-se ao luxo de esquecer o planeamento de acções.
As pessoas “ longe de” afastam-se do que realmente não querem. Planeiam com grande antecedência para estarem preparados apara possíveis imprevistos.Durante o período de arranque não têm grande entusiasmo, mas são por norma são muito mais organizados.

Estes dois tipos precisam uns dos outros.
Imagine uma equipa de trabalho que é gerida por si. Depois de perceber os dois tipos no grupo separa os elementos. Comece por dar o briefing e definir os objectivos com o grupo “ em direcçã a “. Estes começam a ter ideias e querem começar a agir.
Depois de juntar todas as ideias, passa as mesmas ao grupo “ longe de” . Estes trazem para a mesa uma série de potenciais riscos, imprevistos e também as soluções.
Resultado: um excelente trabalho de equipa e um sucesso garantido.

O melhor de tudo isto é que se investir tempo para conhecer com quem trabalha e considerar as motivações de cada um, vai conseguir comunicar de forma estratégica e ainda trazer para o dia a dia motivos de inspiração, motivos para a acção (motivação).

Boas motivações!

CM | More about this subject | wncoaching@gmail.com

Keeping Coaches “Honest” – Coaching Supervision

2010-03-03T03:05:00.000-08:00

Unless you have come from the field of counseling/therapy, you may not be familiar with a process called “supervision.” In fact, most coaches are unaware of the importance and value of supervision and few engage in supervision on a regular basis.

Coaching supervision involves a process of exploring through experience, reflection, inquiry and action, any personal, relational, professional and contextual issues arising from coaching practice.

Supervision has three functions:
1. LEARNING to enhance professional craft knowledge
2. INSIGHT to enhance self-awareness for self-regulation
3. OUTSIGHT to enhance consideration of influence of the whole system through reflection

Why is it effective?
*It provides a reflective space where coaches can talk about and reflect on events in their practice and themselves.

*It is a place where coaches are challenged, validated and held accountable by peers and supervisors.

*It provides a community of practice and a place for networking and professional development.

*It is an extension of the learning space where coaches share expertise and experience.

The Coaching Commons

CM | wncoaching@gmail.com

Coaching Study says Women Make the Best Leaders

2010-03-01T10:09:00.000-08:00

Vision, teamwork, empowerment and effective communicating —“transformational” behaviors the report says were “once considered the domain of women and a hindrance to their effectiveness in the workplace.”

ASPIRE’s report, “Tearing Up the Rule Book: A New Generation of Leaders for 2010” is based on a survey completed by more than 300 global leaders from 30 countries, most of whom—60 percent—work at the Director or CEO level.

Survey participants were asked to identify leaders they admired, and to explain the factors that made these people stand out. Participants cited Barack Obama for his “inspiring vision, courage, intelligence and integrity,” and German Chancellor Angela Merkel for her “courage and pragmatic approach.”

The survey also identified a list of “least admired” individuals, who were exclusively white males; either bankers or politicians. According to the researchers, the men who made this list were rejected for “ego, greed or selfishness, and those who aim to divide and conquer.”

“The time for a new rule book is here and women and men who operate with the highest integrity, think beyond short term profit, have a vision for the future and are not afraid to prioritize their family and personal life will not only survive but thrive in a new decade,” said Collins.

Collins says based on the study, 2010 may be the year when executive coaches work with clients on the presumption that women—or at least traits associated with women—make the best leaders.

According to the ASPIRE report, “the best leaders tend to be female and they tend to improve their skills with age and business (or parenting) experience.”

And yet, women remain under-represented at the top levels of major corporations. ““This is not just a female issue, this is a leadership issue that needs to be solved by both men and women,” Collins said. “The time is now. What will you or your company do to develop the new generation of leaders?”

Collins says coaches can use transformational behaviors as tools to build leaders. “Build an inclusive environment where each has a role and responsibilities that contribute to the final outcome.”

“Don’t be afraid to say ‘I won’t subscribe to something’.

The ASPIRE study found the leaders who rated the highest tended to work in the public sector, professional services, or–in coaching.

By Mark Joyella

CM | wncoaching@gmail.com

PNL: a magia da linguagem ao serviço da saúde, uma "droga" que cura!

2010-02-21T14:29:00.000-08:00

As palavras podem literalmente afectar-nos para o bem e para o mal. É surpreendente, no entanto, o pouco tempo e muito pouca atenção dada à qualidade e precisão da linguagem que usamos.

Pesquisas substanciais neste campo mostram como um respeitado profissional de saúde pode afectar um doente em termos de bem estar fisico psicológico só com o poder das palavras. Tudo depende do que diz e como o diz.
A comunicação funciona nos dois sentidos. Se porventura existir um acidente médico, a reacção do doente é sempre em função da atitude do médico e da relação que se estabeleceu entre ambos até então.
Na hora de reclamar, se o doente tiver o médido em extrema consideração, a mesma que recebeu de volta, não existe tanto espaço para este desenvolver sentimentos mais negativos que por sua vez também iriam afectar a recuperação.

Como professional de sáude, imagine que lhe é dada uma ferramenta que, se usada correctamente, pode:
:: proporcionar 50% do sucesso clinico - mesmo usando tratamentos considerados pouco efectivos;
:: significar uma redução relevante da necessidade de comprimidos para as dores;
:: reduzir o risco de litigação até 60% - mesmo se existir um erro médico.

Usaria esta ferramenta?
A boa noticia é que esta ferramenta já vem no pacote genético.
A má noticia, é que não tem manual de instruções.
Falo da linguagem e os seus efeitos...

CM | wncoaching@gmail.com

How brain science can change coaching

2010-02-18T09:43:00.000-08:00

Coaching is the second-fastest growing profession in the world, rivaled only by information technology, as I reported in a National Post article. The profession owes its success both to the personal development movement and the huge global economic restructuring since the 1980s. Competition within and among companies, flattened management structures, shrinking talent pools and ineffective leadership have all contributed to the demand for executive coaching.

Executive coaching is an outgrowth of leadership development programs. An article in The Economist concluded executive coaching had become a significant human resource strategy. Recently, the Harvard Business Review noted executive and business coaching is worth US$1-billion a year.

Coaching pre-dates Anthony Robbins, Stephen Covey, Tom Peters and Ken Blanchard. It is rooted in a range of philosophies and practices that can be traced back to Aristotle, Buddhist thought, Gestalt theory and various management and business gurus. It reappeared in the late l950s, but did not receive much attention until the early 1990s. Although coaching gained widespread acceptance by organizations in the 1990s, it has only flourished in recent years.

When executives and professionals, with predominantly analytical training, look at coaching from an investment perspective, they often want theory-based, evidential criteria. Behavior based coaching, as practiced and advocated by programs such as Dr. Skiffington's 1to1 Coaching, have focused on behavior change as the basis for effective coaching.
Brain science research in the past decade has significant implications for coaching practices. David Rock, author of Quiet Leadership, and Jeffrey Schwartz, author of The Mind and the Brain, addressed the issue of brain research and coaching in an article in The Journal of Coaching in Organizations. They argue that a brain-based approach to coaching may provide more legitimacy to the coaching profession, which would require coaches to have deeper understanding of brain functions and behavior.

The focus of coaching is often individual change and transformation, including dealing with fear, motivation, successful performance, relationships and a myriad of other behavioral and attitudinal issues. Brain science research in recent years has provided key findings that should inform coaches regarding the focus of coaching and their methodologies. So too, are the implications for coaches in organizations, such as executive coaches, who work with leaders...

CM | wncoaching@gmail.com

Como o Coaching pode ajudar a "salvar" a Terra

2010-02-10T01:24:00.000-08:00

Quais devem ser os nossos objectivos ecológicos:

1. Conhecer os impactos
2. Favorecer as melhorias
3. Partilhar o que se aprende

A natureza partilhada da inteligência ecológica torna-a sinergética com a inteligência social, o que nos garante a capacidade de coordenar e harmonizar esforços.
É aqui que deve entrar a "contribuição" do Coach em qualquer área de actuação, seja em Life, Business ou Executivo.

A arte de trabalhar em conjunto de forma eficaz, combina competências como a empatia e a escolha de perpectivas, a sinceridade e a colaboração, e cria elos interpessoais que permitem que a informação ganhe valor acrescentado à medida que se descola.
Reunindo conhecimentos ecológicos essenciais estamos assim em condições de criar uma base de dados que nos permite agir em prol de um mundo melhor.

Uma inteligência de grupo, de partilha permite que se cumpram objectivos mais vastos, onde cada interveniente segue principios simples.
Nenhum de nós precisa de ter um plano central, nem de dominar todo o conhecimento essencial.

Se nos focarmos nos 3 objectivos ecológicos, poderemos criar uma força sustentável que mude as consciências humanas.

CM | wncoaching@gmail.com

Not all coaches and clients are a good match.

2010-02-05T08:40:00.000-08:00

You should “interview” your coach like your coach is likely to interview you.

• Ask the potential coach to tell you about his or her coach specific training.

• Does the coach belong to a coaching organization? (For ethical oversight)

• How many years has the coach been coaching? (Remember that the coaching field is relatively new).

• Are there areas with which the coach most often works? (If you’re looking for life coaching but your coach is mostly an executive coach, you may want to keep looking)

• What specialized skill or experience does the coach have that may benefit the relationship?

• Ask the coach to tell you about his or her modality, philosophy and process of coaching.

• Ask to hear about some success stories that the coach has had with coaching clients. (Coaching is confidential so don’t expect to hear specific names).

Good Luck!

CM | More about this subject | wncoaching@gmail.com

From a legal point of view of note taking...

2010-02-03T07:38:00.000-08:00

...I think it’s worth mentioning a couple of points. This comes into play more where talking therapies are regulated by the govern, which one day coaching may follow.

:: Cabinet files must be kept away from windows in case a burglar can reach in and take patient notes.

:: Notes must be written in black or blue pens. Records written in pencil will not be admissible in court. This due to photocopying practicality reasons for the courts and erasers used to alter the records.

:: Notes must be written in front of the client. And not after the session is finished. I know of some governmental funded organizations where records can only be written in black as a policy. Blue is not an option!

:: Any changes to the notes must be initialed by the client while the client is there. Even spelling mistakes can’t be corrected after the session is over.

:: Diary appointments cannot be written using either the clients name or initials or phone number. You must give them a code like 007. This is to protect the client’s personal details should your diary be lost / stolen.

:: Diaries must be kept for 6 years.

Then of course you’re regulated by the Data Protection Act, Theft Act & Anti-Terrorism Act. This is for another discussion board!

Looking forward to see coaching being regulated.
Thank you Johnathan Brooks.

CM | wncoaching@gmail.com

Taking notes during the Coaching sessions. Benefits?

2010-02-01T01:30:00.000-08:00

These are a few experiences that I managed to receive recently from Coaches around the globe (Europe, USA, Canada, Brasil and Australia).

:: Help me to capture key themes and actions my clients agree too(Steve);

:: Help me keep track of the facts that demand more focusing(Sandro);

:: As soon as the client is clear on the goal for the session, I write it down(Kathy);

:: I email my notes to the clients and ask them to note any discrepancy(Judi);

:: I notice that when I am keeping notes, I am able to see a rhythm, or similarities - things that tie one thing to another...it helps me to see a pattern.(Veronica);

:: From a legal point of view of note taking, I think it’s worth mentioning a couple of points(Johnathan)…
More to come soon on this legal subject.

CM | wncoaching@gmail.com

As pessoas, como as cidades!

2010-01-29T04:45:00.000-08:00

As pessoas, como as cidades, não precisam ser excessivamente bonitas.
É fundamental que tenham sinais de expressão no rosto, um nariz com personalidade, um vinco na testa.

As pessoas, como as cidades, precisam ser limpas, mas não a ponto de não possuirem máculas.

É preciso suar na hora do cansaço, é preciso ter um cheiro próprio, uma camisola velha para dormir, uma calça de ganga quase transparente de tanto que foi usada, um batom que escapou dos lábios depois de um beijo, um rímel que borrou um pouquinho quando chorou.

As pessoas, como as cidades, têm que funcionar, mas não podem ser previsiveis. De vez em quando podem ser insensatas, demonstrarem um certo desatino, cometer erros e pedir desculpas.

As pessoas, como as cidades, têm rachadelas internas, portanto podem surpreender.

Falhas? Agradeça as suas. É o que nos humaniza.

CM | wncoaching@gmail.com

What should people look for in choosing a coach?

2010-01-27T02:05:00.000-08:00

1. A Coach who forgets themselves, really listens to the clients, has time to get into their world, is grounded and confident. The essential qualities are hard to train.

2. Important to have psychological understanding, some trainig in this.

3. Someone who will see the process through. Sometimes there is more emphasis on learning particular skills than on implementation - look out for that.

4. Previous experience of working on the particular kind of issue the client wants to address.

5. At the end of the day, it´s a very personal thing, how well two people can work together on the issues.

6. Courage and wisdom - someone who won´t avoid the hard things.

CM | wncoaching@gmail.com

Coaching e Maturidade

2010-01-25T06:30:00.000-08:00

A idade não é requisito para ser um "bom" coach, mas a maturidade é...

Um coach inspira e apoia os seus coachees a atingirem os seus objectivos, mas para isso ele próprio deve assumir uma filosofia de vida de constante motivação, melhoria contínua e liderança pelo exemplo.

Mas isto chega para ter maturidade?

Como é que eu Coach posso estar ao serviço do meu coachee se não estou "preenchido"?
Devo encher-me para depois me esvaziar. Contraditório, mas é assim que de facto a maturidade se atinge.
A maturidade é que me torna capaz de favorecer a criação de confiança e de empatia.
A maturidade proporciona-me a serenidade necessária para enfrentar uma relação desconhecida e interagir com o meu coachee sem me intimidar com a carga da responsabilidade percebida, por vezes decorrente do cargo profissional do meu coachee

Como se atinge este esta forma de estar?
Enviem-me os vossos testemunhos para o meu email. Publicarei com todo o gosto.

CM | wncoaching@gmail.com

Coaching e Aprendizagem

2010-01-24T08:03:00.000-08:00

Coaching é um processo de aprendizagem através do qual o coachee transforma o tipo de observador que é abrindo-se a novas possibilidades de acção. Entre o momento 1 e o momento 2 existe uma brecha de aprendizagem.

O momento 1 é o que sei, o que posso, o que tenho.
O momento 2 é o que não sei, não posso, o que quero.
Existe um estado de insatisfação ( algo que não posso resolver, mas quero).
A brecha surge a partir do momento em que existe desejo ou insatisfação.

O coaching permite encurtar esta brecha, com novas respostas e acções.

CM | More about this subject | CM Services

Coaching e Responsabilidade

2010-01-22T07:59:00.000-08:00

O processo de coaching é um processo de assumir responsabilidade. O coach sabe que esta consideração é crucial. Enquanto o coachee considerar que as suas falhas ou problemas são consequência de factores externos o coaching não tem eficácia.

Se o problema está fora, qual a necessidade de mudar?

Coaching é aprender a rever os nossos juízos, os nossos processos de raciocínio e a darmos explicações generativas, a ser protagonistas com possibilidades de acção efectiva.
Coaching é aprender a dar explicações na primeira pessoa.
Por exemplo, uma coisa é dizer: “ O meu chefe é um injusto”, outra e muito diferente é dizer: “Não sei o que fazer para que o meu desempenho seja reconhecido”.
No primeiro caso sou uma vítima e cerram-se todas as possibilidades de acção a amenos que o meu chefe mude de atitude, delego nele todas as possibilidades e poder que também está nas minhas mãos.
Na segunda, declaro a minha incompetência e ao mesmo tempo assumo o poder, abrindo-me a outras possibilidades de acção que possam ser operáveis desde a minha pessoa.

Quem somos, é sempre nossa a decisão.

CM | More about this subject | CM Services

Supervisão em Coaching - I

2010-01-19T04:07:00.000-08:00

A supervisão é uma grande oportunidade que um Coach tem para receber apoio práctico, dinâmico e orientado.

Que dimensões podem ser escolhidas em Supervisão? Existem várias:

1. As intervenções do Coach - O foco está nas perguntas, no parafrasear e na percepção do resultado destas mesmas intervenções.

2. Relação Coach Cliente - O foco é colocado nas emoções, na comunicação, na dinâmica da sessão, na relação empática que é ou não estabelecida.

3. O Cliente - O foco é o estado actual, quais os problemas inerentes, a descrição do contexto e como parte para o desafio que é atravessar a ponte entre o estado actual e o estado ideal.

Falarei de mais dimensões num próximo artigo.

A supervisão também é importante para festejar o sucesso.

CM | If you need further information wncoaching@gmail.com

Benefits of Coaching for Teachers (continued)

2010-01-18T06:33:00.000-08:00

10 Golden Rules

6. Gains vs. Losses - There is no victory without price. Be willing to sacrifice important to get the key.

7. Proactive vs. reactive - The encounter with the problems is inevitable; surprise them before they surprise you.

8. Individualism vs. Team - Meet when and with whom it must not forget the purpose nor the method of working closer to the process than the content under discussion.

9. Competition vs. Collaboration - In a collaborative process, everyone must submit to the same rules, with different rules because there will be competition.

10. Objectives vs. Values - Each student can and should be helped to be "independent in their own learning" (work smarter).

CM | More about this subject | CM Services

Benefits of Coaching for Teachers

2010-01-14T06:12:00.000-08:00

10 golden rules*

1. Problems vs. Solutions - Search turning problems into solutions, or at least opportunities.

2. Quality vs. Acceptance - It is preferable to have one solution good enough to support the students than a great idea that all detest.

3. Criticizes vs. Creativity - Reverse the direction of your thinking. If you think the opposite of what you think, the impossible is no longer more.

4. Questioning vs. Prejudice - Distinguish the presentation of a problem and the problem itself. They are never the same.

5. Unclear vs. Accuracy - Size the problem and quantify the improvement that you want to get. Measurement will be the light that will guide the right path.

CM | * Five more golden rules coming soon

Executive Coaching Anatomy II

2010-01-11T14:04:00.000-08:00

The six domains are the building blocks of the executive coaching process.

What often leads a client to seek the help of an executive coach is a particular issue, or disruption, a doubt or an aspiration experienced or witnessed during the performance of their current role within the organtization.
No role is ever undertaken, either consciously or uncounciously, without deep psychological reasons for choosing it.
Addressing the role performance in isolation from the other five apsects of the client´s life would impoverish the process of coaching.
As an entry point the coach needs to negociate with the client relatively free access to relevant data and information, so as to depeen the discourse that takes place within the session.
I found that a good way to negotiate a contract with the client by making direct references to the six domains diagram.
(Halina Brunning)

CM | More about this su bject | CM Services

Executive Coaching Anatomy I

2010-01-10T08:00:00.000-08:00

By Halina Brunning

More about this subject coming soon

Benefits of Coaching in Business

2010-01-08T08:00:00.000-08:00

Benefits for the Organisation

:: Improve productivity, quality, customer service and shareholder value

:: Can gain increased employee commitment and satisfaction, which can lead to improved retention

:: Demonstrate to employees that an organisation is committed to developing its staff and helping them improve their skills

:: Support employees who've been promoted to cope with new responsibilities

:: Help employees to sort out personal issues that might otherwise affect performance at work

:: Gain a satisfactory process for self-development

:: Support other training and development initiatives e.g. reduce ‘leakage’ from training courses

ECI Accreditation

CM

Best at anything

2010-01-01T08:11:00.000-08:00

:: You are the social person who makes useful contacts.

:: You introduce important people to influential people and always reap some sort of reward as a result...

:: But you don’t enjoy the spotlight as much.

:: You prefer to stay in the back as there is more room to stretch.

::You like the feeling that you are the one with the power and most of the time that is true...

:: You will do well in almost any field.

:: You know how to flatter without being too obvious.

:: You can make just about anyone like you.

CM | CM Services

Stages of acceptance of Coaching

2009-12-29T15:35:00.000-08:00

Be alert!

DENIAL
I do not need coaching, I can solve my own problems.
Stage maximum of isolation.
Pride prevents a person to admit that he needs others.

IRA
Tolerates but grudgingly. Projected needs in the other:
"Since you want, is you that need me"

TRADING
I discuss the conditions, rules. I think the Coach wants to dominate me.
If you do not evolve for acceptance this stage can lead to conflict.

DEPRESSION
Frustrated, I get in touch with my weaknesses.
I drop the cloak of self-sufficiency and Coach is no longer my opponent.
I begin to build trust.

ACCEPTANCE
I accept the Coaching with enthusiasm.
I am responsible for myself and have the strength to seek support in people when I need it.

CM | CM Services

Enemies of Learning

2009-12-26T15:28:00.000-08:00

Never say "I do not know"
Ever want to clear all
Judging where all
Thinking that since I am who I am, I cannot learn
Do not give authority to teach us
Believe that having information is synonymous with know-how
Fear
Dependence of the new
Confusing I know, with what I am

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How to choose a Coach?

2009-12-23T14:55:00.000-08:00

1. The Coach that connects – It is important to take the time to speak to a number of coaches and find the one you feel most natural and comfortable to talk to.

2. The Coach that listen - The primary skill of a life coach is the ability to listen, followed by their ability to ask good questions.

3. The Coach that has expertise - Before choosing the coach you may want to verify the credentials, qualifications and the area of specialization of the coach.

4. The Coach that knows - You can also verify whether your coach has up-to-date knowledge and adequate training in the field.

5. The Coach that is flexible - A clear idea of the time involved in such sessions and the total cost required helps you plan your budget and routine. The costs may vary from case to case and the paying ability of a client.

A good Coach is somebody who is passionate about helping others and acts like a good friend.
Creativity, open mindedness, curiosity without being nosey or trying to intrude and the ability to take right kind of information from you are some of the requisite qualities in a good Coach. These kinds of coaches will enhance your confidence and provide possible solutions for the betterment of your situation.

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What is Ontological Coaching ?

2009-12-21T09:16:00.000-08:00

Ontology (in a non-metaphysical sense) is the study of being. Our 'way of being' seen as a combination of our observations and perceptions interpreted through language, moodand bodily action. It influences what we believe it is possible for us to be as human beings. Ontological Coaching therefore, gets to the heart of what it means to be human, enabling us to become more powerful observers of ourselves and others and create a better future for ourselves.

With the help of an Ontological Coach you can learn how to observe your experience in new ways and reveal what would otherwise be hidden from you. The three domains that form our 'way of being' are our bodies (physiology and posture), moods (emotions) and language (conversations). Together they impact our sense of peace and productiveness, as well as our relationships with others.

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Life Coaching

2009-12-20T13:55:00.000-08:00

Life Coaching is a future-focused process with the aim of helping my clients determine and achieve personal goals. I use multiple methods that help my clients with the process of setting and reaching goals.

Five benefits out of the endless list:

1. You will set far better goals;

2. Accomplish goals, tasks and projects quickly;

3. Make fewer mistakes in your business lor personal life;

4. Reduce the number of problems you have;

5. You'll become much more attractive to others.

CM | CM Services | wncoaching@gmail.com

The Enneagram

2009-12-17T01:15:00.000-08:00

Your Basic Personality Type

From one point of view, the Enneagram can be seen as a set of nine distinct personality types, with each number on the Enneagram denoting one type. It is common to find a little of yourself in all nine of the types, although one of them should stand out as being closest to yourself. This is your basic personality type.

Everyone emerges from childhood with one of the nine types dominating their personality, with inborn temperament and other pre-natal factors being the main determinants of our type. This is one area where most all of the major Enneagram authors agree—we are born with a dominant type. Subsequently, this inborn orientation largely determines the ways in which we learn to adapt to our early childhood environment. It also seems to lead to certain unconscious orientations toward our parental figures, but why this is so, we still do not know. In any case...

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Using the GROW model...

2009-12-14T08:42:00.000-08:00

This is one of the techniques I use during my Coaching sessions.
This model basically talks about the process for problem solving or goal setting.It was developed in the UK and used extensively in the corporate coaching market in the late 1980s and 1990s.

Let me explain you a bit more about what is means:

G - This is the end point, where the client wants to be. The GOAL
R - This is how far the client is away from their goal. The REALITY
O – This talks about two items: OBSTACLES and OPTIONS. Once first are detected, we start dealing with the options towards the goal
W- Options are converted into actions. The WAY forward

It is possible to apply it to a large variety of issues in a very effective way. The good news about it: It works!
Do not hesitate to ask me more about it:
wncoaching@gmail.com

CM |

Self-Sabotage in the Human Mind

2009-12-04T00:40:00.000-08:00

:: One way to take notice of your own self-sabotage is by becoming aware of physical pain. Physical discomfort is caused by disharmony in the human mind; either consciously or unconsciously.
:: Pain is a loud and clear message from the inner self. A sign of unresolved inner conflict. And it’s this inner conflict that creates, manifests and shows up on the outside as the opportunity killer, self-sabotage.
::In order to prevent the self-sabotage from controlling your life you’ve got to acknowledge the message being sent from the self.
::A great number of people don’t know how to interpret these subtle messages. They see pain as a normal part of life because they lack understanding and awareness.

Steve Martile | More about this subject

What is Systemic Coaching?

2009-12-02T17:19:00.000-08:00

An exceptional method that will alow you to grow in several aspects by:
:: Developing a wider view of the phenomenological systemic approach to organizational development
:: Developing greater awareness and sensitivity to systemic issues in organizations.
:: Applying the tools of the systemic approach to organizations in one’s own professional and personal life.
:: Extend the knowledge and the competences in management and consulting
:: Develop a basic attitude for systemic consulting
:: Deepen the perception of systemic paradigm
:: To improve competences to create interventions of high quality
:: To widen the repertoire of the possible interventions
:: To enrich your own life and your professional career
:: To be more "equipped" to have access to new insights in constellations
:: To learn new structures and forms of constellations
:: To have a deeper understanding of the patterns and multi-layer themes inside organizations
:: To go home more sure of your own style and full of ideas of how to use systemic work in your professional life
:: To develop a wider vision to the systemic phenomenological approach in organizational

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Profile of a good Coach

2009-11-25T07:04:00.000-08:00

:: Accept the coachee as it is and always listens carefully;
:: It focuses on the coachee's intention and gives priority to action;
:: It is committed to the coachee without taking away the power of decision, does not compete or try to overcome the coachee;
:: In the face of errors, does not judge, but looks;
:: Check the error as an opportunity to learn.

The Coaching process is

2009-11-25T06:43:00.000-08:00

:: Involved - intensely involving their recipients who take direct responsibility for construction and / or monitoring of its own process;
:: Dynamic and evolving - sustained in active methodologies active and focused on the evolution observed between different times;
:: Introspective and reflective - implying a self-discovery and self-assessment of skills acquired throughout life in all its various contexts, the organizations, involves reflection on their own practices, agreed upon, or assumed elements shared by the interlocutors;
:: Multidisciplinary - involving different actors, different contributions to the process;
:: Comprehensive - covering all types of skills, regardless of their origin, which can be mobilized or developed by the project, by all involved.

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whynotcoaching and Twitter

2009-11-17T13:46:00.001-08:00

whynotcoaching is now on Twitter.

Motivation

2009-11-10T00:09:00.001-08:00

Coaching is one of the strongest tools to enhance motivation.

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Executive, Business and Life Coaching

2009-11-07T08:57:00.001-08:00

I do support people achieving higher levels of performance within the following areas:
:: Executive and Business Coaching
:: Life Coaching

Feel free to contact me.
I will be more than happy to clarify all your doubts regarding the Coaching methodologies.

Training people

2009-11-07T08:54:00.001-08:00

My training skills:
:: Hotel Industry (Sales, Marketing, Rooms Management, Customer service, Conflicts Management, Time Management, Leadership, Motivation)

:: Coaching (Model , Needs Identification, Performance Standards, Planning, Empowering, Feedback, Records of Learning, NLP, Goals, Beliefs, Action, Results)

Feel free to contact me for more details

WNC: Why Not Coaching

2009-11-07T08:02:00.000-08:00

Why? Why Not?
Every great leader has a Coach. What about you?

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