AWARENESS OF SELF – understanding why you do what you do Learn to recognize your human tendencies, internal interferences, and biases in order to consciously choose responses rather than reacting. This will lead to improved performance by self-managing

AWARENESS OF ORGANIZATION – creating a positive impact on the culture Learn to align individual, team, and organizational goals and develop a coaching style which leads to high performance, learning, and enjoyment.

Coaching focuses on future possibilities, not past mistakes

mentoring is very different to coaching, because coaching is not dependent on a more experienced person passing down their knowledge – in fact, this undermines the building of self-belief which creates sustained performance, as we shall discover.

AWARENESS OF OTHERS – seeing the person behind the performance Learn to spot people’s strengths, interferences, and motivations in order to manage relationships and inspire and collaborate successfully with individuals and teams. Improve social skills by getting curious about, listening to, and partnering with those you work with.

It is helping them to learn rather than teaching them.

Our experience shows that the development of employees is the lowest priority of four criteria that cause us to adapt our leadership behavior in the moment. At the head of the list comes time pressure, then fear, and next comes the quality of the job or the product, leaving employee development a poor fourth. Shortage of time and excess fear drive

what skills does the leader or coach need? Certainly, they need to develop the fundamental skills of asking powerful questions to raise awareness and responsibility,

Ever since work began, people have resorted to a combination of threat and reward to get other people to do what they want. Fear is a forceful motivator, but also a powerful inhibitor of creativity and responsibility.