Christine Wattie - Senior Professional Development Facilitator
When Google CEO Eric Schmidt was told by one of his board members in 2002 he needed a coach, he asked, “Why, is something wrong?” He was told, “No, no, you need a coach. Everybody needs a coach.” Every famous athlete, every great performer, has a coach. Someone who can say, “Is that what you really meant?” A coach can give a sense of perspective. The one thing people are never good at is seeing themselves as others see them. So he got a coach who has served him very well. Now Schmidt says, “A coach really, really helps.”
Business Coaching has gone from fashionable to fundamental. Leaders and organisations have come to understand how valuable it can be. In a nutshell, coaching increases effectiveness, expands thinking, identifies strengths and development areas, and is focused on setting and achieving challenging goals.
The coaching process is based on the foundation of a relationship of trust. Within this relational context and through the coach’s skilled use of powerful and thought-provoking questions, the client is supported to gain insights which in turn unlock the energy necessary for change.
Change today is constant, and changing ingrained habits and behaviours can be challenging. In a coaching relationship, insight, also known as the ”aha” moment, provides the momentum for change. The relationship is the context necessary to support that change. By taking the time to look at our current reality, where we want to be in the future, and with the benefit of the relational principles of genuine empathy and unconditional positive regard, coaching provides a platform to future-proof people and organisations, and to drive success and results for all stakeholders.
Harvard Business Review ran a recent survey of 140 leading coaches. When asked to explain the healthy growth of the industry, they said that clients keep coming back because, “coaching works.” This survey revealed a number of important findings. It found the key ingredient of a successful coaching relationship is whether the client is highly motivated to change. The people who get the most out of coaching have a fierce desire to learn and grow. The other key is whether the client has a good chemistry with the coach.
At TP3, our coaching mission is to help successful leaders achieve positive change - for themselves, their people and their teams. We work with our clients and their managers to determine what are the specific and meaningful results wanted or needed, and to identify key behaviours or steps to achieve these goals. In today’s environment, investing in coaching is not a luxury, rather an essential ingredient to ensure your people are working sustainably and adaptably to their potential in order to future proof your organisation.
As Charles Darwin said, It's not the strongest who survive, nor the most intelligent, but the ones most adaptable to change.”
To find out how we can help with coaching or mentoring in your organisation, please call us on 1300 658 388 or email firstname.lastname@example.org
all cited 2 July 2014