Coaching & Mentoring

“All appears to change when we change.” Henri-Frederic Amiel

COACHING is about facilitating change. When life or your time working is not working the way you want it to be, then it is time review and consider what needs to change. It may be the context, yet often it is just the mindset or perspective we have on a given issue.  Whether you are an Executive unhappy because of the stress at work, or an Individual having difficulty with life balance or achieving goals, or a Team frustrated with their performance, coaching can help. If you are ready and willing to explore, develop and determine what change may be required,  contact me.

Business executives these days are confronted with a complex, rapidly changing, highly demanding, and sometimes hostile, environments and contexts. Whether at executive, team  or board level, we work to enhance and emphasise leadership skills and effectiveness within the organisation’s culture, structure, mission, and focus.

Today, individuals, whether from an organisation or within their own lives, are facing more and more stress and anxiety. Often we get stuck in a “can’t see the forest for the trees” scenario. The speed with which life and change occurs these days, the flood of information coming our way,  sometimes makes it difficult to make sense of what it is we need to do, or not do, to best support ourselves. Even if we make sense of what is needed, finding the time or where to go to be supported or learn new ways can be daunting. It becomes more and more difficult to grasp what capabilities and behaviours need to be developed or explored in order to achieve desired success and outcomes.

MENTORING is about sharing knowledge, experience, and insights that foster learning, development and best choices.  It is not about just providing answers to questions, though it can support the inquiry and increase awareness about the question.  For example an executive team or a leader needs to be the embodiment of the organisation’s ethos. They are the culture example for the company and the staff. In today’s ever changing business environment it can be difficult to display the common culture, goals and values of the company, yet it is even more important that the executive team and leadership models, as consistently as it can, that which you want evoked and to consistently flow throughout the organisation .

Mentoring, particularly in its traditional sense, enables an individual to follow in the path of often an experienced, perhaps older and wiser colleague who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities.

Super-Vision

The purpose of super-vision is to support a leader,  coach, group or team’s professional and personal  practice, health and wellbeing.  Literally, to support them in gaining a super-vision of the issue or context they are working within.  In doing so, it ensures that their clients or team members are also well supported and receive the best possible service and development in engaging with the coach or leader.

The super-vision process supports individual, team or group reflective practice.  This stimulates  ongoing learning and development and helps to maintain and raise quality standards and performance professionally. This is achieved by using the client’s own experiences with others as one method of reflecting on skills, competencies  and behaviours, and through this, to support the client to develop their own “internal supervisor”, becoming more proficient at reflection “in action” versus in past time… “on action”.

Super-vision provides a place to review and uncover potential ethical issues and therefore ensure clients are well supported and served.  It also provides a safe and confidential space to explore their professional way of being and to uncover any unconscious  behaviours or biases that may get in the way of being the best you can possibly be for your client, team or organisation.

Facilitation

Working in groups or teams can be an extremely useful, and most effective way to learn, share, and experience new perspectives. It can provide an increased consciousness of what may limit us in our job performance, careers, and relationships; and of what we do that may be most useful,  that we take for granted or are even unaware.

From a young age most of our learning and experience happens in groups. Our earliest experiences in life occur in our family group; followed by school, community, and social. Much of what we learn in these early years continues to be what we use unconsciously as our “relationship road map (RRM)” wherever we work in groups or teams as adults.  It is most useful to check in on our ‘RRM’s every now and then to check that they are effective in the various contexts in which you work, and / or worthy of an update.