Coaching the Unconscious
Behavioral experts accept that the unconscious mind drives our thoughts and actions. The concept of moving from Unconscious Incompetence to Unconscious Competence is part of many behavioral theories in people development. This concept has a foundation in the Vedic scriptures of India. In this article, the author, who is an internationally credentialed professional coach and a trainer of coaches, presents an alternative viewpoint. This is an original coaching model he uses with executives in his coaching practice, with consistent results. The author hopes that this model will inspire human resources practitioners in the learning & development field to adopt more innovative interventions for executive development.
Leading by Coaching
Large business organizations deploy Executive Coaching as a development tool for improvement of organizational performance in leadership, correction of behavioral issues, and alignment of organizational vision with individual aspirations. An area not yet fully utilized but being successfully explored in a few visionary organizations, is to train their executives in coaching so that they can manage and lead others in the coaching style. This has great potential not only for the individual manager and the organization but also for the teams and departments in which they work. In this paper, I present some findings to support this view based on feedback from professionals in management and human resources involved in planning executive development as well as executives being coached as part of their development. These findings if pursued, may significantly add value to corporate learning and development efforts.
Coaching is Emotional!
Published: The International Journal of Mentoring and Coaching. Volume XI, Issue 1. April 2013. European Mentoring and Coaching Council (EMCC)
This article presents a point of view that effective coaching need not be rational. Many coaching models, mostly of Western origin, tend to focus on the objective, rational, and external communication process. Eastern learning systems, on the other hand, focus on the subjective, holistic, and internal awareness process. In transformational coaching, self-awareness of the coach can lead to insights in the client in situations far from rational. The author's experience is that of the Eastern approach to self and client awareness helps the coach explore the feelings and emotions of the client, enabling a sustainable client solution.
The Mindless Coach
Coaching assumes a state of awareness to be a key attribute. This encompasses the awareness of the coach, the client and the environment. In order to create awareness in the client, the coach needs to be aware. Awareness happens at several levels: physical, mental, emotional, and energy. The highest level of awareness, that of energy, follows other states of awareness such as those of mind and body, and yet transcends them. Energy awareness does not happen when mind and body dominate. True awareness happens in a mindless state. The author walks the path of the mindless coach, a new paradigm. In this first article of a series, he presents his experience of mindlessness.
- From Values to Outcome
- Moving into Mindfulness
- My Transformational Journey as a Coach
- SPEED: Vision to Action ™