What Is Coaching?

What Is Coaching | Clarifications Coaching LLC

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.

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How To Create an Optimal Coaching Environment

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“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 AttentionGenerationEmotion, 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…”

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NeuroLeadership: Facilitating Change

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“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…”

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NeuroLeadership: Collaborating with Others

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Collaborating with and influencing others is the third skill set that the NeuroLeadership Institute has identified as being integral to effective and efficient leadership. Leaders must be able to collaborate with others as well as manage and influence others in order to make sure their businesses run smoothly. In a world of increasing interconnectedness and rapid change, there is a growing need to improve the way people work together.

Understanding the true drivers of human social behavior is thus becoming increasingly important. In an attempt to better understand these drives, social neuroscience explores the biological foundations of the way humans relate to each other and to themselves…”

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NeuroLeadership: Self-Regulation

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“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…”

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NeuroLeadership: Making Decisions

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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…”

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The Importance of Maintaining A Healthy Mind Platter

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“In my Wellness Coaching sessions, I use neuroscience to inform and guide my client’s journey. Specifically, I use the NeuroLeadership Institute’s Healthy Mind Platter as developed by David Rock, Daniel J. Siegel, Steven A.Y. Poelmans and Jessica Payne. They posit that, in order to achieve optimal brain function, it is necessary to equally value and set aside time for each facet of a Healthy Mind Platter. This recommendation includes facets such as: Sleep TimePhysical TimeFocus TimeConnecting TimePlay TimeDown Time, and Time In. While a few of these areas may be immediately recognizable as important for everyone to prioritize, not many of us give each equal value. Yet these areas represent everyday activities that are essential to holistic, optimal brain health.

The Healthy Mind Platter encourages everyone to look beyond our socially-supported but ultimately myopic fixation on Focus Time. Instead, we are to situate our need for Focus Time proportionately within a comprehensive matrix that includes all of our needs. Focus Time, of course, is highly valued in work environments, but it is just one of the many areas that require the assignment of intentional time throughout the day in order to be optimally functional. The other areas can be divided into three categories: Physical NeedsSocial Needs, and Cognitive NeedsPhysical Needs, including Sleep Time and Physical Time, are typically focused on first since they can produce more tangible consequences when neglected…”

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