coaching

Diener and Dweck (1978) have shown that the fixed mindset, with its orientation toward performance goals, is a maladaptive pattern associated with helplessness. When children who exhibit this pattern encounter obstacles during goal pursuit they begin to think and speak negatively about themselves, and their performance declines. Mastery-oriented

• How can I use this experience?


• How does this experience relate to other situations I've been in? What can I learn for that situation?


• Knowing what I know now, what would I do differently next time?

Well-timed, skilful articulation of observations is the hallmark of the highly accomplished coach. Clumsy, ill-timed interventions can risk the safety, trust and confidence that are so vital to the working alliance.

Adults learn when they have a need to learn. Adults generally become ready to learn when their life situation creates a need to know or understand, for example when they need to cope with a life situation or perform a task. The more the coach can understand the interaction between the client's life situation and their readiness for coaching, the

Level 1: Behaviour change – this is normally achievable in the relatively short term. It requires focused feedback, a commitment to change, and the development of alternative behaviours and practice as well as reinforcement. Level 2: Self-image – the stories we tell ourselves about ourselves and how we view ourselves, both consciously and

Different cultures reflect different ways of being. Each culture provides a frame of meaning and associated assumptions about how to understand and behave in different situations. Business performance and productivity is built on people working together effectively (coordinating action) to reach objectives, which is underpinned by shared meaning.

Ask yourself the right questions.

Introspection is key to building internal self-awareness, but aimless wandering through your own psyche probably won’t get you very far. You need a framework. To that end, Eurich has identified seven pillars of self-knowledge to help guide introspection: your personality, values, passions, aspirations, strengths,

Brainstorming, experimenting, and reflecting on what has happened are key works of SPC that keep the process moving forward

Ask, don't tell: One of the most useful tools is the ‘Ask–Tell’ matrix (see Figure 3.2). The questions we ask as coaches lie on two intersecting dimensions: ‘Telling to Asking’ and ‘Why to How to'. Observe yourself as you coach. Which quadrant do you spend most time in? Do you spend more time telling people what to do? Or maybe you spend a lot of