Introduction
"I have no special talents. I am only passionately curious." Albert Einstein (Location 101)
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Leveraging Short-Term Memory
When you need to master a new tool or make use of an unfamiliar technique, simply flip to that section of the book and briefly review it before you use it. A few minutes spent loading some phrases into your short-term memory will give you enough cues to spontaneously generate the right question in the moment. (Location 106)
Memory Jogging, not Memorization
The idea of the question lists is not that you memorize them, or that you scan through a canned list of questions while the client is on the phone (that will make your coaching pretty stilted). What we're doing is loading up your memory with some question fragments and a sense of what might work, so in the moment the right question will come to you. In essence, we're duplicating how your long-term memory would work if you'd used this technique many times. That's why a quick review is best: you want to give your mind enough raw material that you can create your own question in the moment, without studying the examples so long that you tend to spit them back word for word. (Location 114)
I: Getting Started
Why Ask?
Asking moves us beyond passive acceptance of what others say, or staying stuck in present circumstances, to aggressively applying our creative ability to the problem. (Location 170)
Questions honor you as a person and communicate your value as an equal. (Location 175)
the more you listen, the more you see how capable they are, how much they can do with a little encouragement, and what wonderful individuals they are. The more you ask, the more you love. (Location 181)
"I keep six honest serving-men, They taught me all I knew; Their names are What and Why and When, And How and Where and Who." Rudyard kipling (Location 183)
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Five Great Reasons to Ask
All the Information is with the Coachee (Location 200)
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Asking Creates Buy-In ... Research shows (and experience confirms) that people are more motivated to carry out their own ideas and solutions. What that means is that a less-optimal solution the coachee develops often produces better results than the "right" answer coming from the coach. (Location 204)
Asking Empowers ... When you ask for people's opinions and take them seriously, you are sending a powerful message: "You have great ideas. I believe in you. You can do this." Just asking can empower people to do things they couldn't do on their own. (Location 208)
Asking Develops Leadership Capacity (Location 212)
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Asking Creates Authenticity (Location 215)
Become a “Master of Asking”
The Top Ten Asking Mistakes
1. Closed Questions
Solution: Convert Closed to Open Questions (Location 262)
When you catch yourself in the act of asking a closed question, here's a quick technique for adjusting: restate the question, but this time beginning with the word "what" or "how". (Location 268)
2. Solution-Oriented Questions (SOQs)
SOQs are pieces of advice with a question mark pasted on. (Location 276)
"Shouldn't you check in with your boss before you act on this?" "Could you do your jogging with your spouse?" "Do you think that affirming the person would give you a better result?" "Can you give her the benefit of the doubt on this one?" "Should you, could you, will you, don't you, can you, are you"—if the second word in the question is "you," you're in trouble. (Location 278)
Solution: Follow Your Curiosity (Location 282)
3. Seeking the “One True Question”
Solution: Trust the Process It's not the perfect question that makes the difference: you just need to help the person you are coaching think a little farther down the road than they will on their own. (Location 295)
One excellent technique when you are starting out as a coach is to lean on a very simple query, like, "Tell me more," or "What else?" (Location 297)
Another great tool is the Observation and Question technique. Pick out the most significant thing the person said, repeat their exact words, and ask them to expand on it, like this: "You mentioned that _________________. Tell me more about that." (Location 299)
By varying the question (instead of "Tell me more...," try "Say more," or "Expand on that," or "What's going on there?") you can use this technique over and over without sounding stilted. It's a great way to keep the focus on the client and not on your greatness as a coach. (Location 302)
4. Rambling Questions (Location 305)
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Some coaches can't stop themselves from asking the same question in three different ways, while stringing together five different nuances or potential answers along the way. (Location 306)
Solution: Think, then Talk (Location 308)
some coaches do this because they are still figuring out what they want to ask while they are asking. The solution is simple: allow it to be silent for a moment or two while you formulate the question. (Location 310)
The second common cause of rambling is that we are overly concerned that our question be fully grasped. ... Let go of your agenda, ask the question once, stop, and see where the person chooses to take it. Often the most exciting coaching moments come when the client doesn't understand what you are asking for! (Location 314)
5. Interpretive Questions (Location 320)
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Sometimes just by asking a question we put a spin on what the client is saying. ... Interpretive questions erode trust (because they put something on the client) and block the conversational flow as the person responds to our analysis. (Location 321)
Solution: Use Their Own Words (Location 330)
Interpretative questions are easy to correct: simply make a habit of incorporating the client's own words in your questions. (Location 331)
6. Rhetorical Questions
Although posed in question form, rhetorical questions are actually statements (often emotional or judgmental) of your own opinion of the situation: (Location 337)
Rhetorical questions are generally a sign that you've made a judgement or developed an attitude about the person you are coaching. (Location 341)
Solution: Reset Your Attitude (Location 342)
Eliminating rhetorical questions requires a change in attitude toward the client. ... Spend 15 to 20 minutes on these reflection questions to reorient yourself around believing in the client: "Why am I forming judgments here? How is focusing on the negative in this person meeting my own needs? What can I do about that?" "Could I be wrong about the situation? What am I missing?" ... "What potential, ability and wisdom do I see in this person? What can s/he become? Why am I drawn to coach him/her?" (Location 343)
7. Leading Questions
"The art and science of asking questions is the source of all knowledge." Thomas Berger (Location 354)
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Solution: Multiple Options, Or the Opposite (Location 359)
When you catch yourself in the act of asking a leading question, you can often redeem it by creating multiple solutions. ... Another excellent technique is one I call "Or the Opposite". ... Part of what makes these two techniques so useful is that you only have to change the very end of the question. (Location 361)
8. Neglecting to Interrupt
Being too timid to interrupt and refocus the conversation is more of a problem for beginning coaches than interrupting too much. ... Too much irrelevant detail slows progress and blurs your focus. (Location 371)
Solution: Restore the Focus (Location 373)
A pro-active step is to openly discuss the rambling issue and secure permission to interrupt when needed. (Location 376)
"You are pretty good at expressing yourself. Would you mind if I interrupt occasionally to keep us on track so that we can make the most of our time?" (Location 378)
9. Interrupting
The Solution: Count to Two (Location 391)
Make a commitment that when you are coaching you will count off two seconds ("one, one thousand; two, one thousand") after the coachee has stopped speaking before you reply or ask a question. (Location 393)
10. “Why” Questions
"Why" questions tend to make people clam up because they challenge motives. When you pose a question like, "Why did you do that?" you are asking the coachee to defend and justify his or her actions—so don't be surprised if s/he gets defensive! (Location 397)
Solution: Use "What" Instead (Location 399)
"Why did you turn down the job?" Better: "What factors led you to turn down the job?" "Why do you think she'd respond like that?" Better: "What's causing you to anticipate that response?" (Location 401)
A Marketing Plan in Five Questions
Starting Significant Conversations
Icebreakers
"How are you today?" When they answer "Fine" or "Good," come back with, "What makes today a fine day?" "What do you do for a living?" Then, "What do you like best about your job?" "What's something memorable about you, that I can remember you by?" "Tell me a little about your family." Then, "What's something you love to do with them?" "Where are you from?" Then, "What's been your favorite place to live? Why?" "What brings you here today? What do you hope to gain from this [trip, event, situation, etc]?" "How's your day going?" Then, "What's been the high point so far?" (Location 449)
Significant Questions
Effective Comp Sessions
Most professional coaches offer a short complimentary coaching session to potential clients. (Location 496)
There are several things you want to accomplish in a… ... Connection. Make a personal connection. Find the spark of chemistry with each other. Motivation. The heart of the comp session. Explore what the client is highly motivated to pursue, and how you can help. Presentation. Take their specific need, and show how coaching can help meet it. Information. Provide any… (Location 498)
1.…
A key element in a coaching relationship is chemistry. Getting to know the details of each other's lives unearths the points of connection that create a bond. Genuine curiosity, intent listening, and an excitement about the opportunity to work… (Location 506)
"Tell me a little about yourself." "Give me a quick sketch of who you are, and I'll do the same for you." "What led you to want… (Location 508)
Coaching is all about the client, and your comp session should be, too. Instead of talking a lot about your agenda (what you have to offer or what coaching is), spend the bulk of your time finding… (Location 511)
2.…
An important objective of the comp session is to discuss the… (Location 515)
Once you've tapped into a passion, help the person understand how working with a coach can help make the… (Location 516)
"What are the top three challenges you face right now? The top opportunities?" "What is the biggest change you 'd like to make in your life right now? What would it be worth to you to make that change?" "What do you need to reach that objective that you don't have?" "What's motivating you right now—either dissatisfaction with what is or a desire to pursue something in your future?" "What's your hesitation about starting a coaching relationship?" "What are you passionate about pursuing,… (Location 517)
3.…
Once you've asked the client what they are looking for, talk a little about expectations. Ask what they want in a coach, explain what you are most… (Location 524)
"What would a great coach for you look like?" "Here's an example of how I helped someone like you..." "Here's how I work with that kind of goal..." "Here's what I do best as a coach..." "Does what I just described about my passion as a coach sound like what you… (Location 525)
Make sure and provide some value up front during the comp session. You might share an intuitive insight, a tool, or coach the person briefly on… (Location 530)
4.…
Here are some points to cover: How often we will meet, and for how long What we'll do in a typical session Call procedure What is expected of you in between sessions How you'll… (Location 535)
5. Decision
"Is there anything else that you need to know to make a decision about a coaching relationship?" "How do you want to proceed?" "Are you ready to say 'Yes!' to a coaching relationship, or would you like to explore further?" "What is holding you back from making a decision?" "What step would you like to take out of this conversation to keep moving forward?" (Location 541)
Comp Session Exercise (Location 545)
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Client Profile Form
Coaching Session Structure
Opening Chat/Care Questions
A good practice is to begin the conversation with a significant, open question that leaves room for the client to voice whatever is on their mind. (Location 589)
"What's been the highlight (or low-light) of your week?" "What's the most interesting thing that is going on with you right now?" "What's the most significant thing that's happened with you since we last met?" "What's new that you 'd like to share?" (Location 593)
Progress Report
The progress report is a brief, three to five minute overview of the action steps from the last session. (Location 597)
"Give me a brief progress report on your action steps." "Bring me up to speed on what you've accomplished since we last met on your action items." (Location 602)
Set Agenda
Take any actions from your prior session which may require follow-up steps and discuss them. Note any new or continuing action steps. Then revisit the overall coaching goals and focus on what needs to be done to keep moving forward. (Location 605)
"Which action steps from last time do we need to create follow-up steps for?" "Are there any of these steps we need to discuss further?" "What do we need to focus on today to keep you moving toward your goals?" "What is on your agenda today? What do we need to make sure we talk about?" (Location 607)
From this point on, use a conversational model such as GROW (Location 610)
Review Action Items
"Give me a run down of the action steps you've listed just to make sure we both have them." "So—what are your action steps for this next week?" (Location 613)
Session Prep Form
Choosing a Coach Training School
The Coaching Process
"Computers are useless. They can only give you answers." Pablo Picasso (Location 688)
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Conversational Models
These predefined structures for a coaching conversation take you step-by-step from the agenda toward solutions and actions, while hitting all the key steps in between. Mastering one or two of these conversational structures helps you forward the conversation in an effective, intentional way without the distraction of having to figure out your next step on the fly. (Location 708)
A Model for Everything
At first, choose just one conversational model and use it repeatedly until you can do it without thinking. Real competence with one tool leads to faster improvement than a partial grasp of several. The goal is not simply to know a model, but to master it. Then you can devote your full attention to being in the moment with the client. (Location 724)
Coaching Encounters
Conversational models are also perfect for coaching encounters—short, one-time coaching interactions. Because they make conversations more efficient and move intentionally toward action, these models can work well in conversations as short as ten minutes. (Location 727)
Exercise: Conversational Models Choose a conversational model and find five opportunities to practice it this week. In addition to formal coaching situations, you can use it to troubleshoot problems at work, with your kids or your spouse, in the hall after church—anywhere you are having a serious conversation you want to go somewhere. (Location 731)
The GROW Model
The most widely used conversational structure in coaching is probably GROW (the acronym stands for Goal > Reality Check > Options > Will). This four-step progression leads the coachee from defining an objective through clearly defining their starting point (the Reality Check), developing several potential courses of action (Options) and creating concrete action steps with high buy-in (Will) to actually move toward the goal. (Location 739)
It's an excellent choice for helping people through practical issues like changing a habit or increasing performance, and it is also great for demonstrating the coaching approach to a prospective client in a short time. (Location 743)
The GROW model focuses on objectivity and concrete action, so it works best for getting practical things done. Outward goals like doing a project, forming a new habit or improving performance work best. (Location 744)
Goal (Location 750)
The goal is the objective the person wants to reach. In a one-time coaching encounter, it is what you will have accomplished by the end of the conversation, while in a coaching relationship you may work at a goal over many sessions. Make sure you have a clear, specific goal at the start: if the goal is vague, you'll have a hard time with the other steps in the GROW model. (Location 750)
Goal Questions (Location 757)
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"What do you most want to talk about?" "What outcome would make this conversation a great success?" "What do you want to get out of our time together?" "How could you rephrase that goal so it depends only on what you do and not on others?" (Location 757)
Long-Term Goal… (Location 759)
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"What specifically do you want to accomplish?" "What will be different as a result of working on this area?" "How can we make that goal measurable—so we know when you've achieved it?" "By when do you want to have this done?" "In a month or three months—whatever… (Location 760)
Reality…
The function of the reality check is to determine an objective starting point for the desired change. You are attempting to ascertain the concrete facts of how things stand right now, as opposed… (Location 764)
Reality Check… (Location 766)
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"How many times did you do that in the last week?" "What is your weight (or monthly sales, or the state of your in-box) right now?" "When was the last time that happened?" "What have you actually accomplished on this today? How about this week?" "Who else is involved in the situation, and how?" "What have you tried already? What difference did those actions make?" "… (Location 766)
The options step is process of thinking creatively to develop several potential solutions. Allow the client to do the hard work of thinking things through… (Location 772)
Option… (Location 777)
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"What could you do about this?" "What other potential courses of action can you think of?" "Let's shoot for atleast five potential solutions. What else could you do?" "Ifyou had unlimited resources and knew you couldn't fail, what would you try?" "What if this obstacle was removed? What would you do then?" "What could you do to overcome this obstacle? What are your options?" "Who could help you?" "What other resources could you draw on to… (Location 777)
This step is where you turn the preferred solution into concrete action steps with high buy-in. Ensure that you've created steps that will actually get done by looking for at least an "eight" on the first question under "Checking Motivation" below For answers less than eight, troubleshoot obstacles or adjust… (Location 783)
Will… (Location 786)
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"Which option (s) do you want to pursue?" "Turn that into an action step: what will you do by when?" "What step could you take this week that would move you toward your goal?" "You mentioned that you… (Location 786)
Checking… (Location 789)
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"On a scale of one to ten, how likely is it that this step will get done in the time frame you've set?" "How could we alter that step to turn that 'six' into an 'eight'?" "Are there any obstacles we… (Location 789)
The Coaching Funnel
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Step 1: Goal
Goal Questions (Location 814)
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"What do you want to accomplish through this coaching relationship?" "Be specific: what will be different when you've reached this goal?" "Can you think of a way to quantify that so we can measure your progress?" "In a month or three months or a year—whatever time frame you want to work in—what change do you want to have made?" "How can we state your objective so it depends only on what you do, and not on the choices or actions of others?" "Now take that and state it in one short sentence: what do you want to accomplish, by when?" (Location 814)
Step 2: Exploration
Once a goal is set, it's time to fully explore the situation, what led up to it, and what is going on under the surface. Exploration can involve probing both the external situation and the client's internal responses to what is happening (Location 820)
Exploration Questions (Location 822)
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"Tell me more." "You mentioned that _______. Can you say more about that?" "Give me some background: what led up to your being in this situation?" "You mentioned that you always feel _______. Give me a specific example of a time that happened, including the details of what was said and done." "What's behind that?" "What are the most important factors or players in this situation?" "It sounds like _______ is really important to you. Can you explain?" (Location 823)
Step 3: Options
The Coaching Agenda
In coaching, the agenda comes from the client. A well-designed coaching agenda has four characteristics—use the acronym O.P.U.S. to help you remember them: (Location 860)
Ownership. This is the person's own idea, s/he has bought into it and is committed to it. Passion. There is energy around this goal. The person is motivated to pursue it. Urgency. This isn't a someday thing: the person feels a strong need to act, now. Significance. This is important, will make a real difference, and is worth sacrificing for. (Location 863)
Coaching engagements often begin with a practical need ("I want to get control of my schedule"), then in a few sessions move to a deeper level ("I don't know what I'm living for"). Some clients won't disclose their true agenda until they feel they know you. And often it takes a coaching conversation to surface what they really want! (Location 875)
Life Wheel Assessment (Location 894)
Create a personalized Life Wheel for your unique coaching niche by identifying six to ten areas your clients commonly work on and assessing their satisfaction with each area. (Location 911)
Defining the Problem
How do you go beyond the surface to help center the coaching conversation on the real need? Below are several problem-defining questions, followed by three key areas to tune into that can take the conversation to a deeper level. (Location 952)
"What is the most important problem you want to solve?" "What would make a lasting difference and not just a temporary one?" "How does this connect with your overall objectives in life? With your values? Your dreams?" "What's behind this?" "If making this change was easy, you 'd have done it already and without my help. What makes it difficult?" (Location 955)
One-Time Problem or Pattern?
Sometimes coaching goals go awry because you are dealing with a pattern and not just a onetime problem. ... A good way to find out is to explore the person's past experiences in this area of their life: (Location 960)
"What obstacles to change have you run into in the past in this area?" "In the last two years, how much of the time has this area of your life been working the way you want it to?" "Is this the first time you 've dealt with this challenge, or have you faced it before?" "Step back and take an honest look at this area: is this a one-time issue for you, or something you struggle with a lot?" "What I'm hearing you say is that you can do this if you are just more disciplined. Be honest with yourself: has that worked for you here in the past?" (Location 962)
Circumstance or Attitude?
It's a natural human instinct to want to change the externals (circumstances or the people around us). However, many times the solution lies in changing ourselves or our responses instead of changing our situation—particularly when we don't control what's going on around us. (Location 972)
"Do you need to change your situation, or change the way you respond to it?" "On a scale of one to ten, how would you rate your attitude in this situation?" "Is the best you coming across in this situation? What could you do differently to better align your responses with your values?" "What are your expectations in this situation? Are those expectations serving you well or frustrating you?" "So far I've heard you talk about what others need to change for things to get better. Just for the sake of argument, let's say they never change. What would you do then?" "What in this situation is within your control, that you can realistically change?" (Location 974)
Life Coaching and Destiny Discovery
Life coaching tends to focus in on two things: identifying and pursuing your life purpose, and refocusing your present life for greater energy, fulfillment, and productivity. In other words, creating a better future and a better life today. (Location 1369)
Life Purpose The energy of Passion, channeled through my Experience and Design in the service of a greater Calling. Pursuing one's life purpose generates lasting fulfillment and significance. (Location 1381)
Note: Definition
Understanding Fulfillment
In fact, the positive emotions of fulfillment tend to come most strongly as a result of hard work and sacrifice in service of an end that is bigger than just me. (Location 1392)
Helping the client embrace suffering, find meaning in pain, or even discover a life calling in that difficult experience may do far more to create the lasting fulfillment of living in your purpose than simply finding what is making them uncomfortable and removing it from their life. (Location 1396)
Design: Who Am I?
"Some men see things as they are and say, 'Why?' I dream of things that never were and say, 'Why not?'" George Bernard Shaw (Location 1468)
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Dreams and Desires
Dreaming is a great way to uncover what people really want in life. (Location 1491)
Getting Started
"Whatever you can do, or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now." Goethe (Location 1537)
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Dreaming for Non-Dreamers
The key to helping practical people dream is to identify what they've loved doing in the past (or what they are doing now that they love), and help them envision ways they can do more of that in the future. (Location 1549)
Ideal Life
Creating a picture of an ideal life is an oft-used coaching exercise. By clearly identifying the ideal and comparing it with reality we can identify the gaps (see here) that need to be bridged to reach a better future. This gap between the real and the ideal is often where the client finds the motivation to leave what is secure and known and to make major life changes. (Location 1559)
Designing an ideal life helps people get in touch with what they most want. (Location 1563)
Values
Values are the bedrock of behavior. They define what is most important to us, they form the framework we use for making decisions, and they are the driving force behind our work and our passions. But because they are such deeply ingrained assumptions, we're often not consciously aware of what they are or how they shape our actions. Values discovery can be a powerful tool to help clients get in touch with who they are. (Location 1593)
Values Tool: The Eight Categories
One way to make the process easier to grasp is to use a framework like the Eight Life Areas (Work, Money, Living Environment, Personal Growth, Health and Recreation, Community, Family, God—see here). Ask coachees to do a values brain-dump of words and phrases that describe what they care most about in each category. (Location 1621)
Experience: Life’s Prep School
Every experience, good or bad, can be leveraged into a person's sense of destiny. (Location 1635)
Destiny Experiences Exercise
A Destiny Experience is a specific event where you felt totally in the zone: you were doing what you were born to do. These experiences point directly to our life purpose. (Location 1668)
To examine Destiny Experiences, have the coachee use the list of questions below to think of three experiences that stand out (preferably from different seasons in life). (Location 1672)
Calling: Serving the Greater Good
For a variety of reasons, calling seems to be the least understood and tapped facet of life purpose. Calling is a commission coming from outside of your self, to serve something bigger than yourself. An important part of fulfillment is the sense of being part of something bigger than you are, of leaving a legacy, of making a difference for others or knowing that the world is a better place because of what you gave. Calling keeps life purpose from becoming narcissistic and selfish, while it addresses our deep desire to give our lives to something of lasting worth and significance. (Location 1702)
"l don't know what your destiny will be, but one thing I do know: the ones among you who will be really happy are those who have sought and found how to serve." Albert Schweitzer (Location 1713)
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There is wide variation in how people experience a sense of call. It comes to the young and old, through pain or joy, urging us to give in huge, collective efforts or small, individual acts of kindness. While calling usually aligns with a person's passion and design, the fact that it comes from an external source makes it less predictable and not as easily found by searching within. (Location 1715)
Who Will You Serve?
One of the clearest clues to your calling is in the people or needs you consistently feel drawn to and reach out to serve. Identifying this "target audience" for your calling is very illuminating. (Location 1729)
Life Coaching: A Better Life Today
The Gap: What’s Missing?
When you are coaching for a better life today, the process often centers around identifying and closing what coaches call "the gap". The gap is the distance between your needs and expectations and the way life is now. Another way of thinking about it is in terms of alignment: the gap is the place where your day-to-day life fails to align with your values and your life purpose. (Location 1790)
Tolerating/Coping
Identifying the energy drains we put up with so we can take positive steps to change them. (Location 1827)
Accepting What You Can’t Change
Self-Care
When your best energy goes toward surviving, there isn't much left for thriving, let alone giving. So often a first step in pursuing your calling is figuring out how to love yourself well. (Location 1886)
Advanced Asking Skills
"Millions saw the apple fall, but Newton asked why." Bernard Barach (Location 1938)
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Motivation and Habit Change
Use these motivational techniques to help clients connect with their inner motivation, or find extra energy to tackle needed tasks that seem like a lot of work. (Location 2046)
Reconnecting with Your Motivation
When a client seems to have lost energy for a goal, try taking them out of the present (where the costs and obstacles are) and into a future where that dream has actually come to pass. Use visual language to help the person enter that future and five in it: see it, taste it, celebrate it, revel in it. ... Experiencing what it would be like to reach the goal for a few minutes can recharge the person and renew their motivation to work toward it. (Location 2054)
Regrets
Another version of the "Reconnecting with Your Motivation" technique in the sidebar is to experience what it would be like to not reach the goal. Help the person visualize a future where nothing changes, or the dream has not been pursued, or no action is taken. (Location 2067)
Rewards
Rewarding yourself for completing a step is a great way to increase motivation. It lets you focus on the reward at the end, instead of getting caught up in what a drudgery or sacrifice the step itself entails. (Location 2076)
Replacement
A great strategy for removing a negative thinking pattern or an unhealthy behavior from your life is to fill the void with something better. (Location 2087)
What else could you replace it with that you really look forward to? (Location 2088)
Coaching Niches
Small Business Coaching
In small business coaching, business and personal issues are intertwined. Coaching the business works toward a strong, self-sustaining company, while personal coaching builds healthy relationships and a balanced lifestyle. A frequent coaching area on the business side is marketing. (Location 2394)
There is a marketing method that is honest, true to our values, and honoring to our prospects and customers. In fact, for genuine, long-term business growth, this is the only way to do marketing. I call this Meaningful Marketing. It's an approach to advertising based on truthful, strategic content crafted in an honest, compelling way. (Location 2397)
Organizational Coaching
Organizational Coaching is the systematic coaching of individuals within an organization to support organizational change. (Location 2424)
To effectively work at changing a corporate culture, the coach needs to understand that culture—it's strengths, weaknesses, and untapped potential—and take that knowledge into account as s/he coaches the individuals within the culture. (Location 2426)
Career Coaching
Career coaching focuses on aligning a client's passions, skills and values with their work. (Location 2452)
Career coaching offers clients the opportunity to discover their calling, strengths, values and desired contribution, then helps them align work or manage retirement for a more fulfilling life. (Location 2454)
Organizing Coach/Professional Organizer
Organizing coaches help professionals get their things in order, at home and at work. Where disorder robs energy and productivity, these coaches specialize in bringing order out of the chaos in everything from filing systems and document flow to organizing closets and bills. (Location 2481)
Coaching Writers (Book Coaching)
Wellness Coaching
Relationship Coaching
Coaching Ministry Leaders
Small Group Coaching
Small group coaching is typically done by a volunteer coach with a maximum of five group leaders as coachees. The small group system has clear objectives for what these leaders need to accomplish (around fostering members' spiritual growth), so much of the coaching agenda is derived from that mandate. Because these volunteer coaches have less training and experience, the coaching process tends to be more structured. Most churches select coaches who have been successful group leaders, and expect them to mentor as well as coach. (Location 2628)
Marriage Coaching
Marriage Coaching is the application of Christian leadership coaching concepts and skills to facilitate growth and change for couples. The unique facet of this type of coaching is that you are working to identify and pursue growth goals that both partners want to attain. (Location 2660)
Transformational Coaching
Transformational Coaching is changing who you are to change what you do. It deals with a person's inner being—values, core beliefs, identity, destiny—and helps bring about deep, lasting, significant change. (Location 2691)
This type of coaching puts high demands on the coach's intuition, and draws heavily on life-stage, personality type, life purpose and other developmental tools. (Location 2694)
Coaches who work in this area must deeply engage in their own ongoing transformational journey. It's tough to transform others when you aren't comfortable in the transformational process yourself. (Location 2695)