My Rules of coaching -

My rules for coaching

Before working with any new client, I go through an intake session with them. I believe this is a crucial part of creating a professional working relationship. One where there is no ambiguity, where both the client and coach are aware of their responsibilities.

We discuss and agree to the following:

Logistics: Duration of sessions, timing and frequency; contract, you can view it here; fees (all fees are prepaid, monthly or full in advance); contact between session ( frequency of email and telephone support ).

Boundaries: confidentiality; roles (my job as your coach); responsibilities and expectations from the client (ready and willing to be coached); conflict of interest (are you seeing another coach or therapist?)

Ways of working: Face to face (post covid); phone or zoom; coaching methodologies (I use a combination of GROW & CLEAR models); outcomes; measurements; preparation of work between sessions.

My professional practice: Diploma (PPD) with the TCA (The Coaching Academy); NLP, CPD’s in Confidence; Reinvention; Neuroscience. I am a member of the ICF (International Coaching Federation) codes of ethics (you can view on my website); I am fully insured.  

My coaching style

Each session begins with a conversation about how you, the client, and I will work together in that session, what you would like to get out of the session, how you will know when you are making progress and a reminder of the basic rules around coaching-Logistics, boundaries, ways of working.

The GROW model: is goal orientated, so each coaching session, you will be encouraged to identify small steps (and sometimes big leaps) in the direction you wish to head. You will always leave our sessions with a clear idea of your next steps. This approach ensures that you have more than just a supportive environment to gain insight. We will agree on timescales, and you will experience your progress.

The CLEAR model: is designed to help individuals achieve transformational change (lasting and fundamental change based on new values, behaviours and beliefs) as opposed to the GROW model, which is simply helping achieve a goal.

Finally, I adopt a creative, fluid coaching approach. I’m not the type of coach who uses blue sky jargon, long, meaningful descriptions or complex analysis to explain something that can be described in one sentence or even one word. I remember being told when I was qualifying for my coaching diploma to stop describing coaching and be a coach. Simple, isn’t it when someone else can see what you can’t see. That is what a coach can do. And perhaps I can help create that for you too?

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