Monthly Archives: March 2019

How To Create an Optimal Coaching Environment


“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


“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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