Coaching IS a professional relationship between a client and a coach designed to help the client increase self-awareness, generate learning, as well as identify and accomplish meaningful goals. It helps clients recognize and identify their capabilities and available resources and apply these to their life.
Coaching IS NOT consulting, therapy, or mentoring. It is not consulting because coaches do not advise or offer solutions for the client. It is not therapy because we do not focus on the past or offer diagnosis. And it is not mentoring because the coach is not attempting to link someone learning a craft with someone who is already skilled in it.
“There are numerous obstacles that can inhibit optimal cognitive functioning, especially when one is trying to learn new skills, restructure old thought patterns, or make important life decisions. These types of scenarios are often the focus of coaching sessions and thus, as a coach, it is my responsibility to create an environment in which my client can function optimally and efficiently. In this blog post, I will be discussing various methods that coaches can utilize in order to best set our clients up for success as presented using the AGES neuroscience model. AGES stands for Attention, Generation, Emotion, and Spacing, and each is an important factor for coaches to consider.
When choosing and designing the environment in which we conduct our coaching sessions, coaches must reflect on, and become familiar with, how brains store and retrieve information. Often, clients seek coaches to learn new skills or thought patterns so a successful coach needs to have a solid understanding of how to work with our clients’ brains to best guide them down the path of their personalized learning initiatives. When pursuing optimal memory retention, the AGES model provides a comprehensive guide…”
“The NeuroLeadership Institute has identified Facilitating Change as the final skill set that leaders need to develop in order to be effective and efficient: they must be able to enact change initiatives in an successful and non-threatening manner. Unfortunately, organizational change is challenging. Even under the best of circumstances, overall success rates are at about 30% (McKinsey Quarterly 2010) due to the tough task of maintaining employee engagement and motivation in the midst of organizational uncertainty.
Being able to properly Facilitate Change combines many of the skills previously seen in the other areas of effective leadership: Making Decisions, Collaborating with Others, and Self Regulation. In order for leaders and managers to lead change initiatives powerfully and with minimal disruption, they must be able to better understand and manage their own reactions to change from a brain-based perspective, as well as facilitate high-quality conversations about organizational changes with employees to maximize employee engagement and motivation…”
“The NeuroLeadership Institute has identified Self Regulation as one of the four facets of effective and efficient leadership. Leaders must be able to effectively regulate their own emotions and actions in order to make sure their businesses operate with intentional forethought instead of impulsive reaction. Life, and especially business, is full of things that stress us out. Whether it is our daily commute, airline travel, workplace conflicts, or disagreements with spouses, serious challenges to our emotional equilibrium are many and varied.
First, we’ll go over how emotions arise in the first place. We will then discuss the five different strategies that we can use to regulate our emotions. And, finally, what all this means in regards to your leadership skills and how you interact others in your daily life…”
“Making Decisions has been identified by the NeuroLeadership Institute as one of the four facets of effective and efficient leadership. Leaders must be able to make sound and timely decisions to make sure their organizations run smoothly. To move us beyond previous prescriptive, anticipatory, and behavioral approaches, neuroscience researchers have expanded our understanding of good decision making by using novel neuroimaging experiments to examine the neural substrates of the human brain.
They assert that “a fundamental requirement for promoting sustainable and resilient leadership in organizations, governments, and society is self-awareness and self-control” (Kirk 2015). And, in their studies, they have demonstrated that mindfulness training is the key to changing decision-making parameters, influencing competing decision-making networks in the brain, and avoiding flawed decision making…”