Testimonials

Amazing people, Releasing their potential

Category Archives: Blog

Being Authentic Takes Courage

By | Blog, CaseStudy | No Comments

 

Authenticity

“One afternoon, in the middle of a particularly boring grammar class, my English teacher set aside her book and took nominations for the best song on our local Top 40 radio station. For the first time that year, all hands were in the air. There was no ‘right answer’ to a question of personal taste, or so I thought until she eventually called on me, and I announced my choice and that it was not only the best song in the Top 40 but possibly the best song ever…. What I remember is not my recommendation so much as the silence that followed it, an absence of agreement I can only describe as deafening.

“The first time I heard the song, I was hooked…. I bought it and played it over and over again. The song satisfied me on every level, but if nobody else liked it, I guessed that I didn’t, either. That evening, alone in my room, I found that I was too ashamed to listen to my record, or even to look at it, really. It reminded me of my wretched eagerness to please. From this point on, whenever someone asked my opinion, I would turn the question around, and then proceed accordingly. If the person I was with loved game shows and Deep Purple, then so would I, and if I was caught contradicting myself—watching or listening to something I’d sworn to have hated—I would claim to be doing research, or to be enjoying the thing for its very badness. You could do this, I learned, and people would forgive you, consider you interesting, even.” Having spent my life trying to fit the will of others, I was unable to distinguish between what I enjoyed and what I thought I should enjoy.”1

We are all familiar with the old imperative “To thine own self be true,” and clear that much would be resolved if only we operated consistently with it, but the pull for getting approval from others and the need to fit in is a strong one. Even when we’re fully aware that we’re being inauthentic, and know that we don’t really believe in what we’re doing or saying, we still act as if we do—because we’re afraid we might risk losing approval of some kind. Even though we know the standards we’ve set for ourselves are impossible to realise, we still keep trying—we hide our perceived shortcomings, or pretend they don’t exist. In doing so, we unwittingly add yet another layer of inauthenticity.

It’s hard to be at ease when we have to keep up a pretense and not be true to ourselves in some way. Yet it’s not as if we woke up one morning and intentionally said, “Gee, I think I’m going to act inauthentically today. What my life’s going to be about is looking good and avoiding looking bad.” This way of being is just kind of automatically there. Every time we opt for looking good or avoiding looking bad over what’s actually true for us, inauthenticity creeps in and we compromise who we are.

We don’t much like thinking of ourselves as being inauthentic, but we live in societies today in which the name of the game is to “make it,” to “fit in,” to “look good,” so a great deal of what we think and do becomes shaped by a kind of cultural commitment to that. That pull or gravitational force is an ontological phenomenon, not a psychological one—it’s the already/always condition of being human (a term which kind of speaks for itself). This condition is ubiquitous—it influences everything: How we see and respond to situations, what we’re concerned with, what’s important to us. While we might think we are responding in true, authentic ways, what is actually happening is that our responses are essentially just a fallout of that already/always condition. And it is against that pull—the enormous gravitational force of that condition—that we attempt to be authentic.

When we compromise, even in the tiniest of matters, it’s easier for those compromises to become more and more commonplace; we begin to feel as if doing that is a normal and O.K. way of behaving. Over time, bit by bit, this erodes our sense of self. It’s like stirring one drop of red paint into a can of white. The paint may turn only the palest shade of pink, and while that might seem barely noticeable—no matter what we say about it—the paint is no longer what it was. Similarly, when the wholeness and completeness of who we are is jeopardised in some way, albeit imperceptible at first, our sense of ourselves gets obscured, making it harder to return to who we are. When that begins, there’s really no starting point to become ourselves—it’s all flailing around.

To be authentic requires putting aspects of our present ways-of-being on the line—letting go of pretenses, letting things show themselves in new ways, and acknowledging whatever inauthenticity is at play. The possibility of fully being ourselves occurs in proportion to our being authentic; said another way, it occurs in proportion to the degree we own our inauthentic ways of being. In not owning them, we essentially resign ourselves to inauthenticity staying around. Living with a pretense, or being afraid that some aspect of ourselves might be found out, precludes any real freedom. We live, rather, with a kind of fabricated freedom—a large price to pay.

Sartre said that facing one’s freedom can be terrifying and uncomfortable—because facing it makes one feel insecure, and inevitably produces some level of anguish. Hence, we are constantly tempted to live inauthentically, pretending to ourselves that we are not free. To maintain this pretense, we try to convince ourselves that our actions are determined—by our character, our circumstances, our nature, or whatever. The last thing we want to admit is that our actions are determined only by our free, unconstrained choices.2

Being authentic—stepping outside of the swirl of the already/always condition—requires courage. Humorist Josh Billings said, “This undertaking is not only the most difficult thing to do, but the most inconvenient as well.” In being authentic, the already/always condition becomes stripped of its power and is no longer the determining force in shaping who we are. Here, the context for the question “who am I?” shifts from flailing about, trying to find ourselves somewhere out there, to a context of creation. This is more difficult, because there is no zeitgeist to read, no template to follow, no known path to success. It’s a blank slate. It’s a matter of courage—a matter of creating possibility. It gets made up as we go along, and it is this shift that makes available to us the full possibility of being human.

What does every coaching client want?

By | Blog | No Comments
A4_Coaching
Did you know that (from experience and observations) over 80% of coaching clients are looking for a life coach because they are stuck and looking for a breakthrough in there lives.
They’re struggling with something and don’t know what to do to change the direction of their lives.
They want a coach to help them see what they’re struggling with, and what they can to do to transform it.
Come along to my introduction to life coaching event in Leeds on the Wednesday 15th July to find out more about life coaching and how it can help you.

Stop Generating Stress!

By | Blog | No Comments

_67059362_stress109350399

In today’s world, it is clear that stress can have an enormous negative impact on people. It ultimately robs us of our ability to operate effectively and to enjoy life fully. When coaching clients ask about stress, I often share the following ways to begin to interrupt the natural progression of stress. Here are a few to think about. Give yourself room. It is helpful to remember that it is completely natural to experience stress from time to time. When this happens, allow yourself time and space to experience just how you are being impacted. A natural response to serious events, or numerous events that require your attention at the same time, is to sometimes become numb, distracted or angry. This takes away our ability deal with the situation in an effective way. It helps to create a distinction between what stress is and what causes it. Stress is not based upon outside sources but rather how we perceive a circumstance and then react to it. Observe your reaction. The key here is to react appropriately to “what’s really happening” rather than “overreacting.” How does one know if he or she is overreacting? You can begin by making a distinction between “what’s actually happening” versus “what you think about what’s happening.” This will open up unseen possibilities as to how to handle the crisis. As you start to action your stress will begin to disappear.

Another thing that I have noticed is that most people experience stress when they are feeling like something is out of their control. There are many demands and expectations that are placed on each of us, from others and from ourselves, and we often fall into the trap of mistaking these expectations as the way things “should” or “must” go. To deal with stress that results when our expectations go unfulfilled, I invite you to try letting yourself be 100% present to a situation, to watch the events unfold rather than trying to force those events to conform exactly to your expectations. For example, even if we know better, we “expect” people to do exactly what they say they will do by the time at which they say they will do it. Therefore, when people fall short of doing what they said, our unfulfilled expectations leave us upset and stressed. We may even blame them for our feeling so upset. This over reaction then leaves us stuck in the middle of how things “should have gone” vs. “how things went”. This robs us of the power to deal with what needs to be accomplished with the available resources at hand.

Ultimately, when people experience stress, they are simply reacting to life not working out the way they want or expect. Becoming aware of what is really happening, separating what happened from our interpretation about what is happening, allows us to discover that much of what we considered already determined, given or fixed, may in fact not be. Situations that may have been challenging or stressful can become more fluid and open to change. This can create new levels of ease and enjoyment. You may actually surprise yourself and find areas in your life where you have said good-bye to stress!

What sort of person has a Life Coach?

By | Blog | No Comments

relaxed-woman

I have found that the kinds of people who participate in Life Coaching are those who consider life an ongoing opportunity:

  • They are people not satisfied with reaching a particular plateau—they see life as an opportunity to keep learning. Their interests may range from communicating and relating more effectively to going beyond their current levels of performance.
  • Others are curious. They like what they see and hear from their friends, and they want to find out about it for themselves.
  • They are people who have a high interest in shaping the course of their lives.
  • Others are interested in giving themselves a certain advantage or edge in dealing effectively with, and even embracing, change.
  • They are people interested in living life fully; in making the right choices and pursuing what is important to them.

If you are in the Leeds area, please come along to my introduction event click here or get in touch to arrange a free introduction call.

Gossip, what damage is it doing to your organisation?

By | Blog | No Comments

32267_large

How To Avoid Workplace Gossip

Has your water cooler talk taken a turn toward the nasty? Uncharacteristic gossip at work could be a sign of burnout.

Gossip is one of the “five telltale signs” of job burnout along with frequent complaints, chronic tardiness, exhaustion and lowered standards, according to Landmark, a personal and professional development firm based in San Francisco.

People experiencing job burnout often resort to acts of sabotage, using gossip as a destructive force, says Aimee Cohen, author of “Woman Up! Overcome the 7 Deadly Sins that Sabotage Your Success” (Morgan James Publishing, 2014).

Sometimes, gossip is merely a “diversion from what they’re supposed to be doing,” Cohen says. But at other times it serves as a cover-up. Feeling overwhelmed and underappreciated, burnout sufferers may become unreliable. They blow deadlines, come unprepared to meetings and fail to meet their usual high standards. As these sorts of self-sabotaging behaviors ramp up, they may speak poorly of others to make themselves look better, Cohen explains.

Those who experience what Cohen calls “burnout with bitterness” are looking to sabotage others. “When that happens, typically you’re looking to take someone down with you,” usually because your target has imposed unrealistic expectations on you or subjected you to harsh working conditions, she says. Gossip then becomes a way to discredit the perceived tormentor.

When gossip stems from a legitimate complaint, Landmark trainer David Cunningham calls it “gripe gossip.” It builds a narrative around the complaint in which the teller is “the put-upon good guy and someone else is the bad guy,” he explains.

But gripe gossip seldom if ever improves things for the good guy. Others may agree with the gossiper that things are bad and shouldn’t be that way, but a misdirected complaint never gets resolved.

“Turn the complaint into a request and take it to the right person,” says Landmark trainer Josselynne Herman-Saccio. “Ongoing complaining and whining saps what little energy you have left, but requests produce results.”

Ask yourself first what the complaint is underneath the gossip. Has the boss assigned more work than you can handle? Are coworkers not doing their share and expecting you to pick up the slack?

“If you’ve got more on your plate than you can handle, instead of complaining to coworkers, ask your boss to sit down and prioritize what you’ll do now, what you’ll put off and what can be done by someone else,” Cunningham advises. Often, this process eliminates things from the to-do list altogether, he adds.

Don’t be surprised if the source of your troubles turns out to be you. “Your problems could be self-imposed. I call it the competency curse ¬– always wanting to say yes, to lend a helping hand. Men as well as women, we tend to overextend ourselves,” Cohen says.

You may need to follow a series of red flags back to your underlying complaint, and even to the realization that what you’re experiencing is burnout. “No one likes to admit they’re burned out because we all want to be the superhero with endless capacity and drive,” Cohen says.

Gossip or any other behaviors that are out of character are red flags, including a short temper, trouble remembering names, misplacing things and sleeping through the alarm. “Everyone has a finite bandwidth, and these are all signs that we’ve exceeded it,” Cohen says.

When the red flags point to self-imposed burnout, recovery starts with clarifying your career goals. Once those goals are clear, it is easier to turn down work that does not bring you closer to achieving them, Cohen says.

To regain control and credibility, list all your unfinished work and missed deadlines, and schedule time for each to-do item. “Get it down on paper. It’s too overwhelming if it’s just in your head,” Herman-Saccio says.

Experiencing burnout does not necessarily mean it’s time to change jobs, but if expressing your concerns to the right person doesn’t improve your situation, it may be best to explore other options.

Be the Confident You

By | Blog | No Comments

421841-5521-30

The moment you step into a room, people are immediately forming some sort of impression of you. They’re making snap judgments about what type of person you are — trustworthy, sincere, capable. And a lot of this is based on how you carry yourself.

If you appear genuinely confident, people will be more inclined to give you the attention and respect that you deserve. If you appear uncomfortable and insecure, on the other hand, people may be quick to dismiss or discredit you. Because body language is an integral part of communication, and the way you carry yourself may be communicating more than you know to the outside world.

Did you know that non-verbal cues represent 55% of our communication? Vocal inflection is just 38%, while our words constitute only 7% of our communication. No wonder why we say that actions speak louder than words.  Because the most subtle physical cues — from how you have your hands placed to how you set your shoulders — set a tone.

So how do you set a positive tone that reinforces your intelligence and capability? By carrying yourself with confidence. Unfortunately, many struggle with self-doubt. Many also believe that if you aren’t born with confidence then you are out of luck. But that’s far from the truth. Self-confidence is a skill. It is something that you can learn how to exude, even by making simple changes to your physical movements.

To learn more about being self-assured and having confidence, arrange a free introduction call today.

REARRANGED DATE AND VENUE – LEEDS FREE COACHING EVENING EVENT

By | Blog | No Comments

LeedsPano2011.197mb2

The Evening Event will now take place on Wednesday 15th July at the ODI Leeds, Munro House, Duke St, Leeds, West Yorkshire LS9 8AG. Doors open at 6.00pm, coffee and tea available, starts at 6.30pm, finishing approximately 9:30pm . As I mentioned, it is an opportunity for you to find out what coaching is, what its benefits are for you. Some of the reasons people take coaching are:

• Being a leader and making a difference
• Finding a new job or career
• Being a powerful leader
• Achieving greater career success/satisfaction
• Exploring what really matters in life – restructuring priorities
• Dealing with stress and anxiety
• Finding work-life balance
• Increasing self esteem, confidence and motivation
• Releasing true potential – discovering skills, talents and dreams
• Dealing with difficult or challenging people
• Finding a new relationship or resolving problems in an existing one

Please bring along any family, friends, work colleagues or anyone you know who coaching may benefit or who may have an interest in personal development.

Numbers are restricted, so please register your interest at http://www.eventbrite.co.uk/e/introduction-to-coaching-evening-tickets-17245284109

The evening will last approximately three hours, during which, you will learn how coaching works, the principles it’s based on, what it costs, and the benefits it offers. You will also have an opportunity to ask questions and hear from people who have experienced coaching and see for yourselves how it has improved lives.

Burnout – Do you bring your work home?

By | Blog | No Comments

Burnout2

Stress and burnout coaching can help you cope

No one ever said that this journey through life has to be done alone. Many times people are too proud to admit when a challenge is more than they can handle. For loved ones to witness this struggle, they will want to do whatever they can to help the person cope and get through the challenges they face. Stress and burnout coaching has evolved and was developed specifically to assist those individuals, many of whom are executives in high-pressure positions, deal with the everyday and the not-so-everyday battles within their lives.

Many people take their stresses home

Stress in the workplace is a challenge to physical and mental health. But it also often affects other aspects of a person’s life, such as their family. When most people go home from their nine-to-five jobs, whether they are working in the construction field or are assistants in an office somewhere, more often than not their work stays behind; they don’t bring their work home with them. However, for executives and those professionals whose careers are on the line every day, they tend to bring the pressure of work home with them.

This can lead to a number of problems within their family life as well. Using stress and burnout coaching to help cope with the struggles and the strife of modern life is one of the most efficient ways to manage all of the stress that career and family can throw at us.

Forbes Article – Who Needs An Executive Coach?

By | Blog | No Comments

Executive coaching is hot. What was stigma (“You’re so broken you need a coach?”) has become status symbol (“You’re so valuable you get a coach?”). Tiger Woods and Michael Phelps have coaches. Even President Barack Obama has a coach, if you count David Axelrod. Microsoft ‘s young high-potential leaders get coaches. If elite athletes and organisations think they need coaches, shouldn’t you have one too? Shouldn’t we all?
No. Executive coaching–personal training in leadership from someone who provides it for a living–should be used like a powerful prescription drug that works best under certain conditions. When employed as a cure-all, it is less effective, too expensive and has negative side effects.

Executive coaching is not aspirin. It’s interferon. So when should it be prescribed for an executive? When should it be avoided?

Based on the latest research and 25 years I’ve spent coaching senior executives and high-potential young leaders, here are five diagnostic questions you should ask before making the decision to hire a coach.

1. How valuable is this person’s performance and potential to your organization?

When done right, executive coaching is expensive and time-consuming. It should be reserved for people who are critical to your organization’s success, or will be in the future. In general, this includes everyone at C-level, heads of major business units or functions, technical or functional wizards, and your bench of high-potential young leaders.

Just how expensive and time-consuming is executive coaching? Although there is tremendous variation in fees and arrangements among coaches, be prepared to pay a C-level coach what you pay your top attorney. If this seems excessive, consider that a coach must have the experience and expertise to quickly grasp a leader’s situation, challenge assumptions and choices, and bring credible, fresh ideas to the table. Doing this with your best and brightest is not easy. And given the influence a coach can have on an executive’s decisions and actions over the course of a typical six-to-12-month engagement involving bimonthly meetings, regular phone calls and e-mail check-ins, a bargain coach whose sophistication does not match the client’s is a big mistake.

2. What is the challenge the person is facing right now?

People, relationships, organizations and behavioral change are what executive coaches know best. When an executive is struggling to learn how to best manage herself and engage others, you’ve found the sweet spot for executive coaching.

He might be a chief executive officer trying to figure out how to work with his board chair. Or a regional vice president scaling up to global responsibility, learning how to lead her former peers. Or a technical wizard who destroys teams with his resistance to all ideas but his own.

But be warned: An executive coach is not a consultant. He may have technical or functional expertise. But he should not be used as an answer person, an extra pair of hands or a bolster for a weak leader. He helps executives think through and tackle their own problems. Self-reliance, not dependency, is the goal.

3. How willing and able will the executive be to work with a coach?

The client has got to want to change. A bright, motivated coaching client can step up to most challenges. A bright, unmotivated one will waste everyone’s time and money. Working with an executive who has been pressured into coaching by his boss or human resources department is an uphill battle, though it’s not impossible.

Coachability is important. Look for a track record of unusual growth under the guidance of teachers and mentors. Coachable executives readily share their experience. They are realistic about their strengths and weaknesses. They learn from others but do it their own way, taking responsibility for whatever happens. They know how to leverage a coach.

4. What alternatives to coaching are available?

There are many ways to help executives grow as leaders. High-level training, mentoring, reading, job rotation and special assignments are just a few. The most overlooked alternative is attention from the individual’s own manager. As coaching has become more fashionable, I’ve seen too many managers abdicate their own coaching responsibilities, turning a struggling executive over to a professional. Sometimes the problem is beyond what the manager can handle. But often managers hand off executives because they’d rather not deal with messy people stuff.

The manager is already being paid to coach. Don’t incur an executive coaching expense if the problem is within that manager’s capabilities.

5. Are key people in the organization ready to support this person’s efforts to grow and change?

Changing the way you think and act is tough even when you have support from others. But when key leaders above or beside you are indifferent, skeptical or hostile to changes you’re trying to make, things get exponentially more difficult. Coaching works best when key people in the executive’s world stand solidly behind her. They need to provide tailwinds, not headwinds. Coaching relationships in a vacuum of support fall apart before any goals are achieved.

When conditions are right, executive coaching can be one of the best people investments you’ll ever make. But it is not a panacea for every executive development problem. Answer these five questions, and you’ll make better decisions about who is likely to benefit from coaching. And who isn’t.

For more information Contact me