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"Coach Talk" Blog!

*Please know that any post deemed to be disrespectful or not relevant to the conversation will not be approved.

Wednesday, July 31 2019
The Places We Go by Hearing the Masters Coaching!

Narrative and relationship master coach Lyssa deHart's coaching, debriefing and answerng of questions is a WOW!

The most common feedback was "One of my all time favorite calls and I can't wait to listen to it again!"

Here are a couple participant take-aways:

  • "Lyssa used so many coaching skills in such a masterful way, if I were to note all the skills, I would be listing all the competencies. Lyssa was so present she picked up on the moments that helped the client connect to her awareness, she simply stayed curious, and the client went deep. Beautiful coaching very impressed."
  • "I’m impressed at how the coach stayed in the coaching framework throughout the call even during the moments when the client brought up the past. Lyssa beautifully weaved those therapeutic moments into future oriented, forward moving powerful questions. I’m looking forward to re-listening to this call."

Want to read more? Go to the past calls page and click on the "Narrative" tab.

Posted by: Gail Moore CPC AT 12:36 pm   |  Permalink   |  0 Comments  |  Email
Saturday, July 20 2019
Coaching Mastery Qualitative Tip #4

Coaching Mastery Tip #4
By Fran Fisher MCC

If you are ready to move beyond your current comfort zones and reach for a new level of mastery in your coaching, consider these qualitative tips for guidance. This is the 4th in a 13 part mini blog series that will share Thirteen Coaching Mastery Qualitative Tips. Read Tip 1Tip 2, Tip 3.

#4 0f 13


Be connected by being Observant and Responsive to what the client offers.

  • Observant: notice the client’s words, tone, energy, energy shifts, patterns of speaking, patterns of thinking, processing, etc. Noticing these nuances will help you stay present and connected.
  • Responsive: follow the client’s lead with curiosity and relevance in the moment versus your formulaic observation or question. Examples:
    • You smiled. What’s happening?
    • I’ve heard you say _____ three times. What’s important or meaningful about ___? Or, what does ___ mean for you?
    • What are you learning about yourself from that insight?

Inquiry: What frees me up to be fully present with my client?

Fran Fisher is a Master Certified Coach (MCC), accredited by the International Coach Federation. She is a visionary leader, international speaker, and published author. Fran specializes in providing coaching services for visionary leaders, executives, and business owners, collaborative work teams, as well as coaching and mentoring for experienced coaches.

Recipient of The Lifetime Achievement Award 2012 by the ICF Chapter Washington State, Fran is recognized internationally as one of the pioneers and champions for coaching. She served as a founding International Coach Federation, ICF, Executive Board member, and co-chair of the Ethics and Standards Committee, responsible for developing the Credentialing Programs for aspiring coaches and training schools. Fran was the first Executive Director of the Association for Coach Training Organizations, ACTO. She has been serving ICF as a PCC and MCC Credentialing Assessor since 1998.

Posted by: Fran Fisher MCC AT 09:05 am   |  Permalink   |  0 Comments  |  Email
Tuesday, July 16 2019
If You Answer Yes to Any of These 11 Questions, Your Emotional Intelligence Is Better Than You Think

If You Answer Yes to Any of These 11 Questions, Your Emotional Intelligence Is Better Than You Think
Do you seek honest feedback from others?

By Marcel Schwantes Founder and Chief Human Officer, Leadership From the Core@MarcelSchwantes

To prepare for the workplace of the future, workers should start thinking about building up their emotional intelligence now.

According to the World Economic Forum's The Future of Jobs Report 2018, emotional intelligence (EQ) is currently a top 10, in-demand work skill desired by most employers globally (coming in at No. 7).

By 2022, EQ will see a particular increase in demand relative to their current prominence today. However, not everyone is prepared. Research by Development Dimensions International (DDI) found that more than 50 percent of "frontline leaders" fell short in their communication abilities.

While a leader's cognitive ability (IQ) is required for the intellectual traits of the job, EQ paves the way for the communication skills necessary to successfully drive execution and inspire people to better outcomes. And many leaders are not ready.

The future of work is human and relational. And the bigger opportunity for leadership development lies in teaching future leaders that soft-skills are now the real hard-skills required to move forward in the age of machine learning and artificial intelligence.

11 questions to gauge your emotional intelligence.
Whether you're a front-line worker in a customer-facing role or in any managerial capacity, you may want to know where you stand against the high bar of emotional intelligence.

Answer the questions below to evaluate yourself in relation to eleven chosen behaviors of high emotional intelligence.

1. Empathy. Do you have the capacity to understand or feel what another person is experiencing from within his or her frame of reference?

2. Self-awareness. Do you seek honest feedback from others in a caring, trusting environment?

3. Curiosity. Are you driven to want to be your best by learning new things, growing, and improving?

4. Focus. When things around going wrong, are you able to differentiate between real problems and distractions in order to stay focused on what really matters?

5. Belief. Do you believe that the people and things in your life are there for a reason--that everything will ultimately work out for good?

6. Optimism.  Do you choose to live each day by having a positive outlook and seeing the glass half-full?

7. Adaptability. Are you able to recognize when to stay the course, and when it's time for a change? In other words, when one strategy is not working, do you evaluate and determine if something else will work?

8. Servant-leadership. Besides focusing on your own success, do you also maintain a strong desire for wanting to see the people around you succeed?

9. Confidence. Are you comfortable with who you are, regardless of whether anyone is stroking your ego?

10. Forgiveness. When others have wronged you, are you able to forgive and forget, and move on?

11. Commitment. Do you keep agreements make a habit of keeping your word--in things big and small?

By Marcel SchwantesFounder and Chief Human Officer, Leadership From the Core@MarcelSchwantes
Originally posted on

Posted by: Marcel Schwantes AT 01:24 pm   |  Permalink   |  0 Comments  |  Email
Tuesday, July 02 2019
Being a Framework for Others to Think for Themselves

Image by lino9999 from Pixabay

By Jane Adshead-Grant MCC
(MMC guest Master Coach & blogger. You can read more about Janes coaching session under the "thinking environment" tab)

As human beings, we all have an inherent desire to belong, feel connected and to perform well. To perform well is to think well. To think well for yourself with rigour, courage and imagination. Nancy Kline, best selling author of More Time to Think, observed that ‘the quality of everything we do as human beings, depends upon the quality of thinking we do first’. And it seems this is the case. And so how do we help others think well for themselves? It turns out, it is the way we behave around each other. Creating an environment where everybody knows and feels they matter.

Staggering statistics reveal a reality

And yet in our work places today, we seem to have overlooked the capacity for people to feel engaged, to think well, to perform as well as they might. ADP Research Institute suggests that in the UK, 85% of our workforce are disengaged and who are simply ‘coming to work’ rather than being fully engaged in what they do. The Department for Business Innovation & Skills calculates that disengaged employees cost the UK economy as much as £64 billion every year. These are compelling statistics and further, I wonder about the experience of work. How do we create environments for others to belong, feel connected and perform well at work?

Given these inherent desires as human beings, my curiosity and hope is that we generate more opportunities for individuals to find and nurture their gifts and talents, to feel fulfilled in what they do and to add value to themselves, their families, their teams, their workplace and their community.

It seems we have been unintentionally, unwittingly developing sophisticated victims of dependence on those more senior, with greater expertise or those who write the pay cheque. We see individuals following blindly in random compliance or mediocre conformity and lose their sense of self as a human being. This way of being tends to result in a culture of hierarchy, inequality, stepping over diversity towards exclusivity, listening simply waiting to speak and lack of interest in the human being, rather a fixation on the function, the result and hitting the financial target.

An opportunity for a new reality

But there is another way. A way of being with one another to bring out the best in each other. To generate the best thinking and feeling for the good of all people. It is one of the greatest gifts we can offer another human being; a framework to think for yourself, rather than relying on others’ guidance or opinions so that you draw on your own experiences, feelings and creativity. A framework to think as yourself, rather than complying or conforming to what you think others want to hear.  Thinking for yourself includes your feelings, and all the forms of intelligence we have access to as human beings.

Courage to care

Helping others perform at their best means letting our team members know they matter. It means enabling them to be the best of themselves. To get their best performance is to get their best thinking. To get their best thinking is to listen. To acknowledge and encourage them. To make them feel valued. It takes courage as a team leader to care and create the environment for independent thinking for the good of all – and it’s worth it.

Being a framework for others to think for themselves

I recently had the opportunity to be a thinking partner for Catherine on a live coaching demo, with Gail Moore of MooreMasterCoaching. In this role, I am there to free the mind, rather than direct it. Catherine is not in the coaching profession, she’s never been coached before and this was the first time that she and I had ever met or spoken.

I had invited Catherine to bring a topic of her choice. Something that was real and meaningful, rather than safe and complete. Her topic: “I am a female health advocate and author in her first year of a health advocacy business. Master Coaching is really needed to empower me to charge for my services, deal with friends who ask for advice and create a more compelling online presence.”

Having contracted for the session, we began. Catherine had many waves of thinking, feeling and expressing out loud what she wanted to say. I listened. Free from interruption and judgement. Her thoughts flowed. I encouraged her, simply in listening more. She gained more clarity about herself and her situation in the freedom of her mind expressing itself, knowing she would not be interrupted. Her heart spoke. She connected deeply with what mattered most to her.

She then said ‘what I realise I want from this session is to find a firmer ground on which to stand to build my business’. Catherine declared for herself what she wanted from our time together, without me asking!

It seems that what stops us accomplishing what we want in life, from a situation, a relationship is the assumptions we hold about ourselves, others or the situation.

And so in the pause of Catherine’s thoughts, I wondered does she want to continue thinking for herself? It seemed she did. I acknowledged to myself the great thinking she had already accomplished. I was clear on what she wanted from our conversation and so I wondered what did she need now and what would be a question to address that need. And so I asked Catherine ‘what might you be assuming that is stopping you from finding a firmer ground on which to stand to build your business? 

From this, Catherine had many waves of thinking out loud and many assumptions emerged, some were liberating, more were limiting. After uncovering the assumptions, Catherine revealed with a new driven energy and lightness in her voice ‘I realise that the firmer ground is in fact a statement I can charge for my services’.

Catherine was on her way.

She had just declared an alternative liberating assumption.

My role as a thinking partner was to support her embed that new liberating assumption and connect it to her outcome. And so I asked her ‘If you knew you can charge for your services, what would change for you?’

Catherine came up with so many ideas, sharing with us how she thought differently about her business, herself, the value she brings.

I asked the question a second time ‘If you knew you can charge for your services, what would you do now?’Once more Catherine thought for herself, generating more ideas and actions for herself.

I invited Catherine to record both the question and her ideas whilst still on the call so she could reflect some more and follow through after our conversation. At that point Catherine asked for my help ‘I feel a little stuck when it comes to charging friends, what question could I think about?’

With the invitation to provide Catherine with information, I reflected and offered, ‘What if you considered charging for your services as an experiment?’ Catherine connected immediately with the question and referenced how she loved it, not only because she was a scientist but it also liberated her yet further.

Catherine subsequently shared with me the impact of that question: “At that point, I truly understood that the entire process of developing my business is organic, that of course charging for my services is always an experiment, and that what I believed limited me in creating firm ground on which to stand was illusory, with no more weight than a soap bubble!”

We completed the demo with an appreciation of a quality I recognised in her, and generously Catherine offered one in return.

A week later, Catherine shared the ongoing impact of the session where she had the opportunity to generate her independent thinking:

“I am pleased to say that I have my first paying client as of the last week of May… I have also told a friend I would do X for her (15 min of research and an email) but will have to charge if she wants or needs additional help.

My view of my work has changed dramatically. I now think of the whole business of charging as a necessary prelude for my services. I have essential skills. I decided that through the lens of an experiment, I am freed to consider the issue of charging as an organic process. I can’t thank you and Jane enough for the flexibility I believe the coaching has given me on this issue. I am delighted and no longer weighted down with the heaviness of worry.

I will add here that I have joined a national professional association, something I have been hesitant about because of the fee. I view this as a further step forward in my business.”

If you would like to listen to the full coaching demo, please connect with MooreMasterCoaching.

As coaches, as leaders, as parents, as teachers, we have the capacity to positively impact the life of another. We have the opportunity to listen, to encourage and to acknowledge our fellow human beings so that they feel they belong, are connected and can perform well. In this way, I believe we generate value for all, for the good of all and create a world where everybody matters.

Thanks for reading!

PS If you would like to discover more in how to be a Thinking Partner for others, join me on Developing a Thinking Partnership Retreat, UK, 12th-13th September, 11th October 2019. 

@ 2019 Jane Adshead-Grant all rights reserved

Jane is an Award Winning Accredited Executive Mentor Coach helping you to progress your career by developing your leadership and communication skills further. Her coaching is underpinned with a Post Grad Diploma in Psychological Coaching and NLP. She is an accredited, coach, facilitator and teacher of the Thinking Environment®, with over 3,000 hours coaching individuals and teams. Previously she spent 15 years in the Corporate Environment navigating her career from Secretary to HR Director. 


Posted by: Jane Adshead-Grant MCC AT 04:03 pm   |  Permalink   |  0 Comments  |  Email