Matt Somers's Articles in Business - New Age Living Articles

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Matt Somers's Articles in Business

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A new approach to coaching We all know that as managers these days we're required to be effective coaches for our people, but where do we start. How can we learn the required skills. What if our beliefs and assumptions about people are getting in the way of all the models and techniques? How to build trust to build oustanding results How the Johari Window model can be used to build the trust so essential to an effective coaching relationship Empathy in coaching For coaching to really take root we need always to understand exactly how the coachee might be feeling. This article shows you how. Coaching for bosses Mostly we think about using coaching as a means of developing the staff within our teams, but how can we use coaching to manage the behaviour of our boss? Can diffiicult employees be coached? What if it turned out that there were no 'difficult people', just difficult circumstances that need handling differently? How coaching improves focus We all know that coaches ask thoughtful questions, but how can we formulate such questions ourselves and bring about the right effect. How can we make sure our questions and instructions are helping our people move forward and not just getting in the way? Coaching and the Hawthorne effect How can we use coaching to bring about an immediate improvement in motivation? It it true that performance improves merely by being more attentive to people? Coaching the reluctant speaker Coaching on pressentation skills is one of the most popular and effective uses of coaching at work, but is it really possible that we can help people conquer their nerves? Quick coaching Does coaching have to be a long, drawn out affair or can it be done at the speed necessary for the modern business environment? Coaching for Depression Coaching at work may uncover deeper issues than first appears to be the case and we need to be able to spot the signs of a bigger problem. What, for example, should the coaching manager know about depression? Schizophrenia and Coaching at Work The modern place of work is the scene of much stress and sometimes deeper issues may be revealed. This article considers the disturbing condition of schizophrenia and how managers who coach may notice the early signs. Eating disorders: What coaching managers should know Coaching may uncover deeper issues than are suggested by the initial reason for the coaching session. Whilst I would not advocate amateur psychotherapy, managers who coach would do well to familiarise themselves with some common conditions.This article focuses on eating disorders How to recognise a phobia while coaching What if a coaching session takes a turn towards unfamilar territory? What if we start coaching around a business issue and end up discussing personal issues? This article takes a look at a common form of abnormal psychology - phobias, so that managers who coach can spot any early warning signs. How does coaching differ to other ways of helping people? I've lost count of the numbers of times I have been asked to clarify the similarities and differences between coaching and things like mentoring and counseling. This article is intended to establish some daylight between them all so that we can be assured that we're giving people the help they need. Introduction to Coaching Can there have ever been a more misunderstood term in organisations than coaching? It gets confused with sports coaching, gets used to describe all manner of management behaviour and for every manager who has received some coaching skills training there are twenty more claiming they are 'naturals'. This article seeks to establish the basics. How can you choose your coaching philosophy? Coaching draws on so may fields and approaches that it can be difficult to find a starting point. How can coaches in organisations adopt a simple stance that will enable them to choose from the bewildering array of models and theories? This article sets out a point from which our journey through coaching can begin. "I can't coach - I've no expertise" and other such myths? It is widely agreed that coaching is a much-misunderstood concept and it is perhaps not surprising that many myths have sprung up around the subject. Can you see any truth in the following for example? How to combine being a manager and a coach How difficult is it to be a manager and a coach to the same group of people? Can a manager be a coach at all or is it best to hire in an external provider? The article examines the issues. Alcoholism and coaching What starts as a coaching conversation regarding a simple works based issue may uncover a deeper concern. Managers who coach are advised to develop an awareness of the main causes and types of abnormal psychology. This article considers alcoholism and drug addiction. Psychology, personality disorders and coaching Managers who coach need at least some knowledge of the psychology on which many coaching approaches are based. This article considers the contribution psychology has made to the area of personality disorder. An extreme condition but one not unknown to have been uncovered by coaching. Coaching Skills Training: Communication and Coaching 1 Coaching at work is surrounded by mystery and is leaving managers baffled by what they need to do. This article simplifies coaching by starting to examnine its place within an overall approach to communication. Coaching Skills Training: Communication & Coaching 2 Continuing the theme of how differing communication styles can impact the effect we have on our teams and how coaching fits Coaching Skills Training: Coaching & Communication Part 3 How does coaching fit with the standard, traditional styles of management communication? Coaching Skills Training: Working with coaching principles There are numerous coaching models and questioning sequences out there, but they are all useless unless supported by an understanding of the principles on which they are built Coaching Skills Training: Treatment of abnormal psychology Following on from the series of articles examining the signs of abnormal psychology of which managers are advised to be aware, this article considers different approaches to their treatment. Coaching Skills Training: How to cope if if coaching uncovers Personality Disorders What starts as a simple, straight-forward coaching conversation around a work related problem can sometimes uncover a deeper issue. Managers who coach are advised to develop a little psychological awareness and this article consdiders the main factors in personality disorders Coaching Skills Training: How Abnormal psychology may be affected by cultural differences Sometimes a perfectly innocuous coaching conversation may reveal a deeper problem. This article - from a series on coaching and abnormal psychology - considers the part that culture may have to play Coaching Skills Training: What if coaching uncovers problems with sexuality A coaching conversation at work can often take an unexpected turn and unveil a deeper concern. Managers are advised to become familar with the basics of psychology in order to spot signs of probelms that coaching may not reach. This article considers matters of sexuality Coaching Skills Training: Asking Coaching Questions The two main skills of coaching are undoubtedly the ability to ask probing questions and the capacity for active listening. This article looks at asking questions. Coaching Skills Training: Key Skills: How to listen Coaches put a great amount of effort into asking useful questions. Unfortuantely such efforts can be in vain if we fail to listen just as effectively. This article considers different levels of listening and their effect on a coaching conversation. Coaching Skills Training: What knowledge do you need? Alonsgside the skills of questioning and listening, what do managers need to know in order to be able to coach well? Coaching Skills Training: The ARROW Questioning Sequence: Exploring Reality If the aims uncovered in a coaching session represent a destination; where a person is trying to get to, then it follows that we need also to think about the starting point. In other words part of our role as coach is to help people understand the reality of their situation. Coaching Skills Training - The Coaching ARROW - A pause for Reflection Previous articles in this series have considered the first two parts of the Coaching ARROW; Aims and Reality. This article examines the third step; Reflection Coaching Skills Training - The Coaching ARROW - Generating Options The coaching questions we ask under the first three headings of the coaching ARROW help the people we coach to decide where it is they want to go, where exactly they are starting from and how big the gap is between the two points. Coaching Skills Training - The Coaching ARROW - Way Forward In previous articles I introduced the coaching ARROW, a questioning sequence designed to help coaches navigate a coaching session. We've so far examined setting Aims, checking Reality, Reflecting and generating Options. This article examines the final stage - Way Forward - in detail. Coaching Skills Training: Using coaching questions My Coaching ARROW, the ubiquitous GROW model or any of the dozens of other acronyms out there are often thought of and referred to as coaching models but this is a mistake. This article sets out how coaches and managers can be sure their questions achieve the desired result. Reasons for Coaching Coaching, coaching, coaching.... really good stuff, yadda, yadda. Great organizational benefits, blah, blah. This article sets out the REAL case for coaching Coaching Skills Training:Deciding when to coach Deciding when to instigate coaching can be tricky, especially in a work situation. This article considers the factors that need to inform your decision. Four arguments for introducing coaching This article provides a sound rationale for introducing coaching in an organisation so that those responsible for doing so can maximise their chances of securing the necessary support. Four arguments against introducing coaching In a previous article I set out what I believe to be the compelling reasons why organizations should implement coaching. This article examines the counter arguments which we beleivers in coaching must sometimes respond to. How to take advantage of rapport in coaching Rapport is a somewhat exotic English word derived from the French verb rapporter, meaning to bring back, to refer. The English meaning, a relation of harmony, conformity, accord or affinity, indicates the importance of rapport to communication and consequently coaching. This article examines what coaches need to know. Coaching Skills Training: What exactly is meant by coaching? Coaching is being promoted across business as the only wail to prevail in the current economic turmoil. But what is coaching? No two definitions appear to be the same. Before we can exploit the benefits we need to be sure what we mean. Instructing v Coaching v Managing This article considers the similarities and differences between coaching and other ways of dealing with matters of performance and learning at work. Coaching Skills: Coaching versus Training Coaching and training are both concerned with raising performance and are often delivered by the same people in organisations. But when should we use coaching and when should we use traing or does it even matter? Coaching and Mentoring A mentor, a coach, a what? Why this modern day obsession with rolling out coaching and mentoring programmes? Aren't they just the same thing in the end? This article considers the main similarities and differences. Coaching at Work: What coaching is and what it isn't The comparing of coaching to other forms of workplace development that my previous articles have dealt with has helped us understand coaching relative to other approaches, but this article seeks to refine our understanding of coaching in absolute terms.

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