Strap in! We're about to dive headfirst into the heart of action-based coaching. Just imagine, becoming a coach so attuned with yourself, your clients, and the system, that conversations flow organically, stimulating growth in ways you never thought possible. This episode is a treasure trove of coaching wisdom, where the absence of models and tools becomes the key to unlocking true potential. We discuss the power of non-attachment, the freedom of choice, and the transformative effect of deep self-awareness on your coaching practice.
We don’t stop there. In the latter part of the episode, we step into the electrifying realm of orchestrating energy within the coaching field. It's about being purposeful with your actions, intentional about how you enter the coaching space and the vibe you create. We explore the ethical dilemmas that are a part and parcel of our practice, and the importance of addressing these within a community of practice. And, we underline the crucial role of personal growth and professional development, emphasizing how investing in yourself can make a significant difference in your coaching journey. This isn't just another podcast episode; it's a call to action. So, are you ready to transform your coaching strategy?
And the third step is actions. By that we mean the collaborative creation of opportunities for continuous learning and for undertaking new actions that lead to the agreed goal. Pcc coach should perform well in all the competencies and the respective PCC markers. But I think, as probably most of you already know from the work as coaches Now, that action, these three steps, are very important, and let me clarify why. We talked about agreement earlier. Let's talk about action is now, as we also will say, even when we're starting, for when we're training New people that want to learn coach, coaching. If no actions, if actions come up from the session, then it was not coaching. It might have been a very good conversation, but it was not coaching. So this is something that you don't get to never negotiate. You should always have actions in the end. Of course, action should be aligned with the agreement that we made in the beginning, but there is no simple role that passes. There's no right. The line that does not cross from awareness, it does not touch on my awareness. We need to first create the awareness and then the second, the actions. For me, this is something that is not negotiable. If we, if a coach, ends up designing actions with the client without creating any kind of awareness. That means these actions were already available for the client, so there was not really a significant contribution from the coach. Yes, and I know that this may sound strict, but I believe that I'm fair when I say that we really need to focus and invest our time and our efforts as coaches in the coaching session to make sure we hit all these three pillars to make a triple A coaching For senior coaches. This might not be something groundbreaking or something that they don't know, but I think it summarizes what is truly at the core of what we are trying to achieve through coaching and our level of artistry. He's creating the difference between the three credentialing levels For senior coaches not groundbreaking and our level of this. Last thing that I said is that our level of artistry is what differentiates our performance in the three different credentialing levels. So if this is about doing, if the triple A is about doing, the next slide and I will show you again the next slide will be more about being and we call it the triple goal C, and we are focusing here to the level of mastery that we need to reach, the capacity that we need to build in order to be able to perform at a higher level. So my guide to myself and anyone who might ask me is that the people who want to coach at the MCC level should always coach above the standard. We call these the triple C coaching. So the first is the first pillar is connecting with the self connecting with myself, becoming aware of who I am and what is influencing me, being fit to consciously connect, use and develop the self in service of the coaching relationship and process. And the second one is connecting with the client being in a position to understand, to connect and to work with the layers of relationship that exist in the coaching process. And the third one is connecting with the systems. The system or the systems, everything that is including us, me as a coach, the client and perhaps whatever is in closing are the coaching process and the client in his environment, whether it's a live coaching session or somehow a workplace environment, coaching, executive, executive, business or something similar. All these systems are involved, and by that we mean to be able to recognize, connect and work with the dynamics of human systems and inspire action for intentional change at any scale and in any context of human interaction. And the reason that I'm seeing through these lens is that I believe that we need to step up, to become something that will be able to become more easily, organically and naturally come from who we are and our identity as a coach, and from that we'll derive all the ways that we are coaching and they will come down to earth and they will embody in the competencies as we know it. So what do we mean by connecting with the self? There are a number of things we have described here. We have included here a small number of those attributes and we invite you to reflect to others that might be important for you in order to better connect with yourself. So the first step of all is described as organic flow. There needs to be a flow in the coaching session, a natural flow, something that will flow out of us organically, that will make the the session sound and feel more like a conversation rather than a session, to be able to partner with the client, to explore the topic or focus of the session at the level that is meaningful to the client and to make this conversation in a flexible and natural and gentle manner. Now, the second one is the absence of models and tools. That's the point. So at this level, we don't need to, and don't have to, base our coaching in any specific models and tools. The conversation itself and our artistry will be all that is required to deliver the desired outcomes without relying on any specific models and tools. So being aware of this absence requires a sense of deeply connecting with ourselves to feel safe enough and happy enough and confident enough that we will do that. It is not about the sheer confidence that it needed, because confidence is needed at any level, but it's also about the inner understanding that there is a joy into that. We will see later that any kind of methodology that we might need in the coaching session will derive from our deep partnering with the client, and the client will have a say in that. The third thing is about curating mind feelings as a coach. Curate your own feelings as a coach and have a complete ease and naturalness in what you're doing in the coaching session. We could have two different categories here, because there are so many things that we wanted to include, because you need to be aware of your feelings, you need to be able to curate your feelings, you need to be emotionally intelligent, being as it says oh, I don't need to repeat that. So the fourth one is non-attachment, which is a big concept not being attached to anything. Now, if you asked me what kind of attachment are you referring to? I would say you name it. It could be attached. Yes, please do. It could be attachment to a specific model. It could be attachment to a methodology. It could be attachment to me being right. It could be attachment to me proving that I'm a great coach. And the last bubble here is to curate own personal and professional development, and I'm sure this is not the first time they are here listening to this or everyone that has started being a coach, and this is in the Code of Ethics. But then at GEM, it appears that it's not the case for everyone. So this is why I'm emphasizing it it appears that this is not the case for everyone. This is not something that everyone is really upholding. What I mean by that is that there are some people that think, when they reach a certain level, that there is nothing left to learn, but that they don't need anything more. This is not the way that I see it. I believe that there are always trainings, new trainings that we can attempt. There are always supervision to be engaged with. Let's think about this. We ask people. We ask coaches at all levels to have genuine curiosity. So, though, we should embody that genuine being, genuinely curious about anything, about new ways that people can thrive. Let's move on to the next slide, because I believe that this is a big conversation and I just want to trigger your curiosity here. So the next slide is about connecting with the client. Thank you, bella. So, first of all, being intentional about our own intention and also being aware of how you're entering the session, how you're entering the coaching space, how you're connecting with the client, thank you. And the next one is invest on depth and breadth of insights and growth. So this is linked with 7 and 8. I'll be showing the AAA, the actions and the awareness, but we're naming it insights and growth because it's important to produce really important insights, really significant awareness, not just any awareness, probably a transforming kind of awareness. And the next one is orchestrate the energy in the field. I used to say in the past that when you're entering a coaching session, there are three entities that are in the room it's the coach, it's the client, it's the coaching relationship. So how do you invest yourself and how do you organize or orchestrate the energy, the way that the other perceives you, all the feelings, the intentions and all the things that are more subtle, that replay a role. The next one is know agenda for the content. We know that for your beginner coaches as well, but it's never it's always good to to remind us that to ourselves. We don't have any particular intention or agenda, or attached to any particular outcome or where we want to. What is the result or what is the direction? And, building on that, we add no agenda for the process, the agenda for the process. We have no particular intention, no attachment, and we have nothing that had prepared already before we came to the session on how we will run the process of the session. All agendas must come from the client the agenda of the session, what is the established agreement? The agreement, the content of our discussion and the way that we will work together as well. Moving on to the third C, connecting with the systems, as we said earlier, depending on which are the systems here? So we should ask ourselves what is the sparse or impact, being mindful of the collective experience, how does our coaching intervention, coaching stations, affecting the experience of the organization? And we need to take into account the best-learn analysis, the viachronium, meaning political, economic, social, technological, legal, environmental, having agility, regularly engaging supervision we emphasize supervision here with the systems, because the more complex the system, the more important, helpful, supportive supervision will be for us. And being mindful of the stakeholders, of the impact that coaching might have on the stakeholders, of the expectations that the stakeholders might have from perhaps not the coaching but the work of the client. And finally, commit and exploring ethical dilemmas in a community of practice, for example. I have found this is very, very helpful being aware of the different ethical dilemmas you might face or a colleague might face. I have found this is very helpful as it makes others much well prepared into understanding even the existence of ethical dilemmas. I have deep respect of this work and I have found that it's very, very supportive. You never know which dilemma will knock on your door. Thank you very much.