The Four Principles of Coaching

• Trust

• Without Trust, any attempt to coach a colleague will be fruitless and helping them to take the risks needed to reach their full potential will be close to impossible.

• Potential

• Coaching must be based on the assumption that every person has the Potential to grow and become something greater.

• Commitment

• A person's motivation to achieve long-term goals only stays strong when they have a firm internal Commitment to that particular outcome.

• Execution

• The job of the coach is to neither pull nor push his or her colleague in a predetermined direction, but instead to allow them to find their own journey.

• Whats the Mission? Part 1

• Your number one goal should be to challenge your colleagues to chase their fulfillment and fully express their true selves.

• Whats the Mission? Part 2

• When coaching, it's important to establish what your colleague's 'big picture' is in terms of their highest goals.

Key Skills

• The Importance of Listening

• It’s impossible to coach, mentor or lead others successfully without mastering the art of genuinely listening, which can be harder than it sounds.

• What is Guided Discovery?

• Guided Discovery is when a coach sets the framework or agenda, but allows the colleague to discover the answer for themselves.

• Choosing Congruency

• Vocal and physical congruency of what you say and do are paramount to building trust and rapport with others.

• Mirror and Adapt

• When people are in total rapport, they mirror each other non-verbally through something called Limbic Synchrony.

• Tap into Your Curiosity

• The more you actively enjoy being curious, the more natural and gratifying the coaching or mentoring experience will be for you.

• Three Coaching Questions

• This film focuses on three big coaching questions that the aspiring coach will find very helpful.

• Trust Your Intuition

• When coaching you will sometimes have hunches about a situation. This video looks at how to handle your hunches.

FACTS

• Face up to the Facts

• FACTS is an acronym for an alternative approach to coaching that in some circumstances may be more effective than traditional methods.

• Feedback

• In the FACTS model the F is about the important subject of providing your colleague with Feedback to assist them in their coaching.

• Accountable

• In the FACTS model, the letter A stands for Accountable in reference to holding your colleague accountable for the commitments they make.

• Courageous

• In the FACTS model, C stands for Courageous since the pursuit of big goals often involves courage.

• Tension

• In the FACTS model the T stands for Tension since the model suggests that Tension is required in coaching to achieve optimal performance.

• System Thinking

• In the FACTS model the S stands for System thinking, since a coach's job is to raise the colleague's awareness of the System they work in as a whole.

• The Coaching Group

• The more you’re able to exchange tips, thoughts and experiences with your fellow delegates, the more your entire organisation can grow and develop.

Actions

• Actions

• Successful coaches or mentors bring out the very best in others. What a tremendous gift to be able to share. But to achieve it takes deliberate action.