By Terry R. Bacon
This booklet fills the large hole among what businesses and consumers count on from training and what it really does for them. Zeroing in in this well known strategy to enhance modern day leaders, increase functionality, and facilitate swap, the ebook indicates tips to bring training that is helping someone in achieving outstanding effects.
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Additional info for Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement
The Coach As Psychotherapist In a Harvard Business Review essay, Berglas (2002), who is an executive coach with a doctorate in psychology, argues that “in an alarming number of situations, executive coaches who lack rigorous psychological training do more harm than good. By dint of their backgrounds and biases, they downplay or simply ignore deep-seated psychological problems they don’t understand. When an executive’s problems stem from undetected or ignored psychological difficulties, coaching can actually make a bad 5 6 Adaptive Coaching situation worse” (p.
This expert system is a useful shortcut, but it can also be a straitjacket if it forces you to see all similar problems the same way or assume that a new client’s problems are identical to what you’ve seen dozens of times before. Our brain forms new neural pathways when we encounter new problems and develop new solutions. When we see similar problems, we assume we should try similar solutions. If they work, these neural pathways are reinforced and strengthened. This phenomenon has been called hardening of the categories, and it’s why older, more experienced professionals are typically less creative than their younger, less experienced counterparts.
How does coaching differ from therapy? And how important to the coaching process are a client’s past, a client’s feelings, inﬂuences on a client’s perceptions and behaviors, and motivations, past and present? The sharp differences between Goldsmith and Berglas allow us to map out a reasonable middle ground for coaches who seek neither exclusion of the client’s perspective nor psychotherapeutic specialization. The Coach As Director In a proﬁle of Goldsmith in the New Yorker, we learn that Goldsmith “tells his clients that he doesn’t care about their past, doesn’t care how they feel, doesn’t care about their inner psyche—all he cares about is their future behavior.