This book maps the coaching domain well. If nothing else you learn enough to drop a name here and there and nod knowledgeably when a particular term is used. I believe this is how we can get assignments - I know, I know. But you can see the field is vast and covers much and one has to be choosy about what one wants to know well enough to suggest to coachees.
The book has three parts - Sciences, Strategies and Situations.
Sciences covers Neuroscience, Sports Psychology, Positive Psychology, Mindfulness and Experiential Learning.
Strategies comprise of Expert performance, Six steps to mastery, Colin's Hedgehog and BHAG, McKinsey's Three horizons and Psychometrics,
Situations comprise of Role transitions, 360 degree feedback, Board effectiveness and dealing with Generation Y.
SCIENCES
As a coach to coachee - in stressed situations avoid making crucial decisions, label and reframe, socialise, use positive psyhcology and mindfulness and attend to health.
To make schemas and detect errors - recognise that change takes time and effort, don't keep telling someone to act differently, include don't alienate, chunk effectively, use visualisation, be consistent and trustable.
To gain rewards - check on perceived fairness, be consistent, appraise how you reward others.
In creating habits - examine inventory of habits and use power of customs and rituals when leading. In code of emotions - use emotions fluently and help client do so too, consider using role plays and vdeoed feedback to deepen skills.
To find focus - use mindfulness to achieve clearer focus, employ techniques of expert performances. In use the whole brain - check thinking styles of individual and team.
Implications of this are ability to learn to conceptualise, to get easily distracted, habit ridden, unable to genuinely multi task.
Sports Psychology
It can be used for motivation, arousal control, imagery, performance anxiety, deliberate practice, team effectiveness and self-confidence.
Three findings most relevant in Sports Psuchology are for
1) Controlling anxiety (thought control strategies such as blocking, singing, prayer etc, task-focus, emotional control, behavioral change such as following set routines)
2) Visualising success (physical rendering, get into the environment, imagine the task fully, time it similarly, learning, embed emotion, look from onlooker's perspective)
3) Setting specific goals - (SMART - Specific, Measurable, Achievable, Relevant, Time bound). Process, Performance and Outcome goals. Set process goals first. Tim Gallwey's "Inner Game of Tennis" - only when the mind is still can you achieve peak performance.
Coach and coachee should adopt a perspective of awareness that is non-judgmental and coachee can be trusted to self-correct and self-improve if provided with good, non-judgmental feedback.
Coach's wisdom
High rating for players on competence and character - Lombardi
Human connection - Jack Stein
Lessons from cycling team - Set a bold and precise vision, obsess about marginal gains, draw knowledge from far and wide and know and nurture team ethos explicitly.
Ueul Steck - passionate, clear goals at macro, meso and micro levels, detailed schedules for training eating etc, coach and training buddy, invests in preparing mind as well as body.
Motivation - what's the pay off of the work.
Positive Psychology
This includes many names and what they are connected with. It will take a while for me to figure out what these are about but enough to name them all here.
Cognitive behavioral therapy - rational therapy (Ellis) and cognitive therapy (Beck)
Humanistic school
Traits - Allport
Psychosynthesis - Assagiolis
Existential therapy - Frankl
Freedom and identity - Fromm
Self - James
Self actualisation -Maslow
Full functioning - Rogers
Individualization - Jung
Flow - Csikszentmihalyi
Well being - Diener
APA's CEO - Fowler
Seligman's PERMA - (Positivity, Engagement, Relationships,Meaning and Accomplishment)
ABCDE Of resilience - (Activating event or adversity, Belief, Consequence, Dispute and Energising)
Flow - when we are completely absorbed in the activity, and action and awareness are merged.
Finding flow - clear goal, getting clear and immediate feedback, balancing skill and situation's challenge. 2 more were added to finding flow - being vested in the outcome and adjust goal to maintain congruence and minimise distractions.
Positive institutions - hope and motivation
Mindfulness
Paying attention in a particular way on purpose, in the present moment and non-judgmentally.
Concepts of Impermanence, Source of suffering and Not-self.
Experiential learning
It is about learning from experience.
Process - Experience concretely, observe and reflect, form abstract concepts, test implications of concepts in new situations
Learning styles - activist, theorist., pragmatist, reflector,
5 crucial factors for executives - mental agility, people agility, change agility, results agility and self awareness.
Measuring impact - Kirkpatrick model
Level 1 - reaction to program
Level 2 - learning, increase in knowledge of capability
Level 3 - behavior, degree to which actual behavior indicates improvement in capability
Level 4 - results, degree to which an increase in performance translates into an effect on the business
STRATEGIES
Coaching strategies and techniques to improve.
Expert performance - An expert is someone who can demonstrate reproducible superior performance of designated representative tasks.
Schemata
Mapping domains that allows them to notice data, absorb them and remember them more quickly, insightfully and reliably. This is known as schemata.
"...allows rapid and reliable retrieval whenever stored information is relevant. Experts have acquired domain specific memory skills that allow them to rely on long term memory to dramatically expand the amount of information that can be kept accessible during planning and during reasoning about alternative courses of action" - K. Anders Ericsson
Experts
1) create templates for subject matter, amend them as needed and code information into them
2) discern rapidy how observations match template
3) elicit a solution from the template that is near final.
Chunking
Deliberate practice - 1) clear intent and commitment to goal 2) engagement to stretch activities beyond comfort zone 3) close and rigorous monitoring 4) generation of specific feedback
Crucible experiences - path breaking experiences
Six steps to mastery
Places (seeing excellence in action, gaining unexpected inspirations, building your personal network), Prior art (learning new techniques, gaining encouragement and inspiration)
Patrons (turn your boss into a patron, clients a source of referrals)
Productivity (delegate, teams)
Practice (experience, reflection, modelling and trial)
Passion
Collins hedgehog and BHAG
Hedgehog is about focus.
BHAG is about that audacious goal, so big that your client must go for it anyway since achieving even half of it is a worthwhile achievement.
What I do really well (expertise), What pays well (sustainability) and What I love doing (passion)
McKinsey's three horizons
H1 - defend and extend current core
H2 - build momentum of new areas of growth, built out from core
H3 - Seed and tend options for potential future growth
Psychometrics
NEO, STEN, Firo B
SITUATIONS
Role transitions - intellectual and social engagement
Preparing - completing exit from old role, sketching maps for forthcoming intellectual and social roles, setting up a personal support system
Engaging
Establish credibility early on
Build team and relationships
Continue to learn, but not too much
Building
360 degree feedback - Select respondents carefully, interview responses, use of numerical ratings, confidentiality etc. Validate information with complementary sources of information
Board effectiveness
Gen Y (1980-2000)
Baby boomers (1946-1964) - live to work, respect hierarchy and authority, resistant to new things and use of technology
Generation X (1965-1979) - instant gratification, work to live, expect quick rewards for high quality work, enjoy fun working environment, independence
Generation Y (also called millennials) - Collective action, team work, optimistic, trust centralised authority,
For Gen Y employees - worry about the right organisation - so it is crucial to instill a feeling of pride and that the firm is a friendly place. Set right expectations pre-recruitment, ensure high hurdles for applicants to surmount during recruitment, participate in induction activities.
Foster learning and reassure and build confidence, help them team
I like the three horizons aspect a lot. Most other stuff fell into place nicely. It allows you to pick and choose the topics you wish to know more about and focus on them. Need to revisit this to add more detail.
The book has three parts - Sciences, Strategies and Situations.
Sciences covers Neuroscience, Sports Psychology, Positive Psychology, Mindfulness and Experiential Learning.
Strategies comprise of Expert performance, Six steps to mastery, Colin's Hedgehog and BHAG, McKinsey's Three horizons and Psychometrics,
Situations comprise of Role transitions, 360 degree feedback, Board effectiveness and dealing with Generation Y.
SCIENCES
Neuro sciences
It provide an understanding of what the brain is trying to do which is - sense, interpret, decide and act.
The core principles the brain works on are - prioritise survival, minimise energy use, strengthen oft-used circuits and use different parts of the brain in concert.
Processes underlying this are - detect errors, spot threats, make schemas, find focus, create habits, avoid pain, use all parts, code of emotions and release of hormones.
As a coach to coachee - in stressed situations avoid making crucial decisions, label and reframe, socialise, use positive psyhcology and mindfulness and attend to health.
To make schemas and detect errors - recognise that change takes time and effort, don't keep telling someone to act differently, include don't alienate, chunk effectively, use visualisation, be consistent and trustable.
To gain rewards - check on perceived fairness, be consistent, appraise how you reward others.
In creating habits - examine inventory of habits and use power of customs and rituals when leading. In code of emotions - use emotions fluently and help client do so too, consider using role plays and vdeoed feedback to deepen skills.
To find focus - use mindfulness to achieve clearer focus, employ techniques of expert performances. In use the whole brain - check thinking styles of individual and team.
Implications of this are ability to learn to conceptualise, to get easily distracted, habit ridden, unable to genuinely multi task.
Sports Psychology
It can be used for motivation, arousal control, imagery, performance anxiety, deliberate practice, team effectiveness and self-confidence.
Three findings most relevant in Sports Psuchology are for
1) Controlling anxiety (thought control strategies such as blocking, singing, prayer etc, task-focus, emotional control, behavioral change such as following set routines)
2) Visualising success (physical rendering, get into the environment, imagine the task fully, time it similarly, learning, embed emotion, look from onlooker's perspective)
3) Setting specific goals - (SMART - Specific, Measurable, Achievable, Relevant, Time bound). Process, Performance and Outcome goals. Set process goals first. Tim Gallwey's "Inner Game of Tennis" - only when the mind is still can you achieve peak performance.
Coach and coachee should adopt a perspective of awareness that is non-judgmental and coachee can be trusted to self-correct and self-improve if provided with good, non-judgmental feedback.
Coach's wisdom
High rating for players on competence and character - Lombardi
Human connection - Jack Stein
Lessons from cycling team - Set a bold and precise vision, obsess about marginal gains, draw knowledge from far and wide and know and nurture team ethos explicitly.
Ueul Steck - passionate, clear goals at macro, meso and micro levels, detailed schedules for training eating etc, coach and training buddy, invests in preparing mind as well as body.
Motivation - what's the pay off of the work.
Positive Psychology
This includes many names and what they are connected with. It will take a while for me to figure out what these are about but enough to name them all here.
Cognitive behavioral therapy - rational therapy (Ellis) and cognitive therapy (Beck)
Humanistic school
Traits - Allport
Psychosynthesis - Assagiolis
Existential therapy - Frankl
Freedom and identity - Fromm
Self - James
Self actualisation -Maslow
Full functioning - Rogers
Individualization - Jung
Flow - Csikszentmihalyi
Well being - Diener
APA's CEO - Fowler
Seligman's PERMA - (Positivity, Engagement, Relationships,Meaning and Accomplishment)
ABCDE Of resilience - (Activating event or adversity, Belief, Consequence, Dispute and Energising)
Flow - when we are completely absorbed in the activity, and action and awareness are merged.
Finding flow - clear goal, getting clear and immediate feedback, balancing skill and situation's challenge. 2 more were added to finding flow - being vested in the outcome and adjust goal to maintain congruence and minimise distractions.
Positive institutions - hope and motivation
Mindfulness
Paying attention in a particular way on purpose, in the present moment and non-judgmentally.
Concepts of Impermanence, Source of suffering and Not-self.
Experiential learning
It is about learning from experience.
Process - Experience concretely, observe and reflect, form abstract concepts, test implications of concepts in new situations
Learning styles - activist, theorist., pragmatist, reflector,
5 crucial factors for executives - mental agility, people agility, change agility, results agility and self awareness.
Measuring impact - Kirkpatrick model
Level 1 - reaction to program
Level 2 - learning, increase in knowledge of capability
Level 3 - behavior, degree to which actual behavior indicates improvement in capability
Level 4 - results, degree to which an increase in performance translates into an effect on the business
STRATEGIES
Coaching strategies and techniques to improve.
Expert performance - An expert is someone who can demonstrate reproducible superior performance of designated representative tasks.
Schemata
Mapping domains that allows them to notice data, absorb them and remember them more quickly, insightfully and reliably. This is known as schemata.
"...allows rapid and reliable retrieval whenever stored information is relevant. Experts have acquired domain specific memory skills that allow them to rely on long term memory to dramatically expand the amount of information that can be kept accessible during planning and during reasoning about alternative courses of action" - K. Anders Ericsson
Experts
1) create templates for subject matter, amend them as needed and code information into them
2) discern rapidy how observations match template
3) elicit a solution from the template that is near final.
Chunking
Deliberate practice - 1) clear intent and commitment to goal 2) engagement to stretch activities beyond comfort zone 3) close and rigorous monitoring 4) generation of specific feedback
Crucible experiences - path breaking experiences
Six steps to mastery
Places (seeing excellence in action, gaining unexpected inspirations, building your personal network), Prior art (learning new techniques, gaining encouragement and inspiration)
Patrons (turn your boss into a patron, clients a source of referrals)
Productivity (delegate, teams)
Practice (experience, reflection, modelling and trial)
Passion
Collins hedgehog and BHAG
Hedgehog is about focus.
BHAG is about that audacious goal, so big that your client must go for it anyway since achieving even half of it is a worthwhile achievement.
What I do really well (expertise), What pays well (sustainability) and What I love doing (passion)
McKinsey's three horizons
H1 - defend and extend current core
H2 - build momentum of new areas of growth, built out from core
H3 - Seed and tend options for potential future growth
Psychometrics
NEO, STEN, Firo B
SITUATIONS
Role transitions - intellectual and social engagement
Preparing - completing exit from old role, sketching maps for forthcoming intellectual and social roles, setting up a personal support system
Engaging
Establish credibility early on
Build team and relationships
Continue to learn, but not too much
Building
360 degree feedback - Select respondents carefully, interview responses, use of numerical ratings, confidentiality etc. Validate information with complementary sources of information
Board effectiveness
Gen Y (1980-2000)
Baby boomers (1946-1964) - live to work, respect hierarchy and authority, resistant to new things and use of technology
Generation X (1965-1979) - instant gratification, work to live, expect quick rewards for high quality work, enjoy fun working environment, independence
Generation Y (also called millennials) - Collective action, team work, optimistic, trust centralised authority,
For Gen Y employees - worry about the right organisation - so it is crucial to instill a feeling of pride and that the firm is a friendly place. Set right expectations pre-recruitment, ensure high hurdles for applicants to surmount during recruitment, participate in induction activities.
Foster learning and reassure and build confidence, help them team
I like the three horizons aspect a lot. Most other stuff fell into place nicely. It allows you to pick and choose the topics you wish to know more about and focus on them. Need to revisit this to add more detail.
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