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The Role Of The Life-coach
By Andrew Poole
The coach’s role is to utilise the skills, techniques and toolkits at their disposal to take the client on a journey of self-discovery by these means:
Establishing a high level of rapport
Rapport has been described as the ability to enter each client’s model of the world so that you can give them the feeling of being totally understood. This is achieved by a combination of physiology, tone of voice and the choice of words.
Working in a climate of trust, honesty and openness
A relationship between coach and client is a partnership and like all partnerships, it needs a climate of trust, honesty and openness in which to operate. If a client does not feel comfortable around these issues, they are not likely to engage fully in the process
Offering constructive feedback
Feedback from the coach is important for the client to know that what they are doing is achieving the desired results. This does need to be constructive though as criticism or obvious flattery will be counter-productive.
Encouraging clients to explore options
This is the part of the session where the client starts to come up with ideas to move towards the goal. Here the coach has to create the mood where the client can feel totally able to let their mind run free and think the unthinkable. It’s important the client is aware that these are still only options, not commitments.
Praising clients achievements
We all respond to praise just as we do to criticism and praise in coaching for what a client has achieved is a very useful tool. Many clients will be operating out of their comfort zone to complete actions and for that alone they deserve praise.
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Challenging and taking their clients out of their comfort zone The comfort zone is so called because it’s a comfortable place to be and our coping mechanisms naturally want us to be in a place of comfort. A coaching client will quite naturally want to stay in this zone too as we don’t go out of it for no reason. The point of coaching is to enable the client to develop and grow and for this they need to be stretched to meet new challenges. The coach must take the client into the stretch zone where appropriate in spite of the resistance they might face. Acting as a sounding board Elsewhere in this paper I’ve emphasised the importance of the skill of listening to effective coaching. It’s unusual in today’s world for people to be given the chance to just talk without interruptions and when given that chance people often take advantage and talk. Often, the fact that they are free to talk and voice out load their concerns proves to be a very powerful tool and without advice or guidance from the coach, the client can resolve an issue themselves just by being able to talk about it. Raising awareness Raising awareness can apply to both the client and the coach. The coach needs to have a heightened state of awareness to be sensitive to what they’re seeing and hearing in the client. Awareness or more particularly self-awareness in the client will give them a better perception of their motivation and actions. Helping clients to explore values and beliefs It’s important that at some point the client appreciates that the journey is equally as important as the goal. Failure to realise can lead to the state that “The end justifies the means”. The client’s actions must be congruent with their values and beliefs to avoid this. Keeping clients on track Each coaching session will be bound by the amount of time fixed upon. It is the role of the coach to pace the session and keep the conversation on track to maximise the benefit of each session. Article Source: http://www.articleblender.com Andrew Poole was CEO of a Financial Services Company in the UK and is now a qualified Life-Coach.To find out more about Life-Coaching and take the FREE Fine-Tune Your Life test, visit: www.andrewpoole.net
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Malcolm McCulloch is one of a growing number of UK academics who are using the services of a technology transfer company to get their inventions off the drawing board and into our homes
Before you quit the day job
Moonlighting is a sensible way to set up a business during a recession, according to the founder of Notonthehighstreet.com, Holly Tucker, who for more than a year ran a company while working for someone else
Bosses are a bad idea
There are no managers or employees at the high-tech materials company WL Gore ? only "associates". "It's a very chaotic environment," says Terri Kelly, chief executive officer, with pride
Work worth waking up for
Tired of the daily grind? Rhymer Rigby hears from people who have turned their hobbies, pastimes and passions into full-time careers
A woman of two styles
The head of GE in northern Europe mixes French idealism and US-style management
From the dump to the pump
A UK company is using landfill waste to run trucks for less than the price of diesel
Worst times can be the best
A crisis creates an external rationale to make unpopular but necessary changes. In a downturn, investors and boards are more forgiving of short-term earnings dips that might result from actions to improve the organisation in the long term, writes Donald Sull
Play the home advantage
From shoes to scientific instruments, smart companies are using their local strengths to compete against formidable global rivals
View from the Top
Allan Cook, chief executive of Cobham, the UK aerospace and defence company, on the impact of government budgetary pressures and why the financial crisis may help solve a skills shortage
Flexible working saves jobs and trims fat
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After selling their first venture, two friends are putting the 'up' into upholstery online
Direct line to Japanese growth
After four years, Acrodea's software runs on almost every new mobile in the country
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Biometric systems are preventing both accidents and imposters
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