This coaching model is unusual in that it is designed for a particular domain - storytelling. And it can be applied to other domains too..
Effective coaches build rapport by matching language, posture, breathing etc - and, in particular, by utilising emotional rhythms - Sentic States.
When you’re trying to find the answer, it may make more sense to focus on the solution, not the problem! Meet OSKAR.
There are 7 classic mistakes that corporate values programmes make.
How do you know if you’re a good manager? That depends on which level you are managing from.
Effective managers are able to work with conundrums and paradoxes - here are 13 of them!
What do managers actually do? Henry Mintzberg has found out.
There are 3 distinct but interdependent types of networking: Operational, Personal and Strategic - are you using all of them?
There are lots of books telling you what to do to be a great leader. Marshall Goldsmith’s What Got You Here Won't Get You There: How successful people become even more successful tells you what to stop doing!
Over the years I have tried many different ways to improve my use of time and be more productive at work. Whatever I try, I find that initially the new technique makes a real difference - but only for a short while.
I'm a long-term Apple computer user. When I came to buy my latest laptop, I had a choice from 6 models (the entire Apple laptop range) and was able to easily and quickly choose the model that best matched my needs. If I had been a Windows user, it would have been very different. I would have had a choice of thousands of different laptops from hundreds of manufacturers. To make the best choice then would have been almost impossible!
One of the frequent issues I come across in my coaching work is out of control diaries! What's in our diaries determines on a day to day basis how we spend much of our working lives. Unless we're disciplined, or we impose discipline on the other people who can add meetings and appointments to our diaries, we can very soon find we are run by our diaries - and run ragged!
Many years ago whilst an undergraduate at University College London I used to walk past a large glass-fronted case in which sat Jeremy Bentham (or at least his clothed skeleton topped by a waxwork head - see him here). In the 18th century Bentham proposed that the purpose of society be "the greatest happiness of the greatest number". And maybe this is an idea whose time is coming.
If you are not as effective a leader as you want to be, perhaps you are focusing too narrowly.
There is a lot of talk in organisations about competences - as in "High Performance Management Competences" and so forth. Being competent is of course very important - we need to have the skills and motivation necessary to do our work. But there is a paradox: if we are never willing to be incompetent then we can never grow, develop or change, nor will we ever achieve excellence.
In the late 1980s (wow! was it really that long ago?) I was becoming increasingly curious about both my personal development and my spiritual growth. One day I read the first chapter of the book Psychosynthesis and had an epiphany - here was a path that could help me discover my true spiritual nature and increase my ability to live this in the world.
Successful influencers know how to use their presence to have an impact on others. They are able to create an energetic field which affects those included in it.
Jim Collins showed that Good-to-Great companies (average companies that then out-performed the market) had a Hedgehog Concept - a simple, crystalline concept that guided all their efforts and which was based on deep understanding about three factors: what you can be best in the world at; what drives your economic engine; and what you are deeply passionate about.
Many approaches to behaviour change assume that, once someone has identified the changes they need to make, they should be able to make and maintain the changes. This model recognises that successful behaviour change is rather more complex and identifies 9 different change processes - and shows when to use them within a 5-stage change process.
This framework sorts the issues facing leaders into 5 contexts depending on the type of relationship between cause and effect.
The most widely used supervision framework, this helps supervisors ensure that their super vision doesn’t miss anything!
GROW isn’t the only framework for structuring a coaching conversation - try refreshing your coaching by using CLEAR instead.
The GROW Model is deservedly one of the best known and widely used coaching models - use it to navigate and when lost.
In the late 80s and early 90s an American consultancy, Creative Dimensions in Management (CDM), delivered corporate transformation processes based on one-on-one mentoring to a succession of UK banking organisations. The mentoring model used combined coaching with techniques and models drawn from Comprehensive Family Therapy. One of these models was based on a concept termed Progressive Abreactive Regression (PAR). At its simplest this model predicts that, when a person attempts to significantly change their performance, they are likely to follow a zig-zag path to growth, alternatively progressing and regressing.
8 different maps of the developmental journey with its distinct, recognisable, sequential stages that adults - and hence leaders - can travel through.
In the early 1970s Tim Gallwey, on a year's sabbatical from Harvard, was doing some tennis coaching at his local club. Noticing that players often improved their play despite his coaching rather than because of it, he became curious about how learning was actually taking place. He noticed was that there was an internal conversation going on in the player's head and he got curious as to who was speaking to whom!
The Gamesman (immortalised in Stephen Potter's The Theory and Practice of Gamesmanship, or the Art of Winning Games Without Actually Cheating first published in 1947) seeks to win by shifting his opponent into the self-critical, efforting state Timothy Gallwey calls Self 1 and hence destroy their game!