Coaching is like a car journey. As the coachee, you’re in the driving seat. You’re in charge of steering, and you control the speed of the car. The coach is in the passenger seat, and they offer navigational assistance. This is a well worn but useful description of a positive coaching relationship, and you’ll notice that it puts a strong emphasis on the contribution of the coachee.
On January the 7th 2022 Camilla Cavendish wrote an article in the UK Financial Times entitled ‘It’s time to admit that hybrid is not working.’ It makes the case that CEO’s maybe tiptoeing around the return to work question, while the balance of focus on staff wellbeing has overcome the imperative for organisation or even customer wellbeing.
I am now 8 weeks into my coaching course, and it would be fair to say that a lot is changing for me. I expected to learn new skills that I would use in a work context. I did not expect a fundamental shift in the way I think and communicate in all walks of life.
How big is your what? Your Romi - that’s your ‘return on meeting investment' of course! Yes, that really is a thing. It’s a value indicator of the combined salaries of the meeting attendees for the meeting duration, less an estimation of the value generated via that meeting.
Much of the narrative around digital working seems to have taken a shift away from ‘Remote’ towards the term ‘Hybrid’. Many clients we are speaking with are expecting, even planning, to continue their post covid experiment by having some kind of mixed working arrangement in the future.
To learn and progress often means to have ones presuppositions exposed and challenged. Although I expected this, i’m not sure I anticipated such a challenge so early in my journey to coaching. The first hurdle I must clear is the concept summarised in this extract from Coaching For Performance: “That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education.
When I was a child I dreamed of growing up and becoming a coa… Hold on, lets try that again. When anyone ever asked me “what do you want to do when you grow up?’, I always said the same thing without hesitation, I would love to be a coa… Okay, third time lucky.
I’ve recently had the privilege of revisiting some tools and techniques that I first learnt way back in the 1980’s working for a Dupont manufacturing division. After world war II the USA sent a working party to Japan to assist in reconstruction following the devastating blows of the two atomic bombs that ended the war in the East.
A phenomena of the covid remote working experiment has been the increasing tendency to cram the diary, removing all possibilities to take a break, process and refresh. This is resulting in an increase in employee fatigue that needs to be dealt with as we now move into the hybrid working era.
So, what was the last thing you learnt to do? Chances are, whatever it was, you will have learnt it to solve a problem. Even those things that are in the realm of hobby or interest, it’s likely you were still solving a problem. Take for example ‘learning a new language’ there’s a problem, you cant speak that language yet and you want to for any number of reasons.
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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
call today +44 (0)1444 474247
email bob.bannister@imanageperformance.com
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
