Index

ability 26–8, 30, 102

accreditation 33, 37–9, 40–4, 57–60

Act Three career coaching 144, 160–5

boards and committees, appointment to 165

identity 162–4

pace 161, 164

portfolio careers 160, 163

practical input 161

transition 160, 162

what people want from work 161

action 84, 174, 175

activity 202–3

Adjective Checklist (ACL) 113

advanced coaching see also career transitions; change; diversity; motivation

individuals 125–32

teams 125–6, 132–43

advice on careers 147

affiliative style of leadership 12

algorithms 180

The Alliance 18–20, 21

Annual Review of High Performance Coaching and Consulting (ARHPCC) 182

anxiety 64, 72, 87–8, 157, 172, 179, 193

APECS (Association for Professional Executive Coaching and Supervision) 33, 49

Appreciative Inquiry (AI) 133, 139

Association for Coaching (AC) 33, 41–2

Association for Professional Executive Coaching and Supervision (APECS) 33, 49

associations 17–23

assumptions 116–17, 119–21

auditory preferences 93

authoritative style of leadership 12

autonomy 169–71

autotelic activity 87

awareness raising 74 see also Myers–Briggs Type Indicator (MBTI)

BAME (black and minority ethnic) 117, 123–4

basic skills see Big Five coaching skills

Beck Depression Inventory 102, 106

behaviours

behaviourism 81

Bullseye diagram 100, 102

economics 140

learned behaviour 112

psychology 83, 92, 183–4

psychometrics 101

belonging 161

benchmarking 156, 157, 160

bias 116–17, 119–21

Big Five coaching skills 53–78, 94

Act Three career coaching 161

career management 144, 147, 148

career transitions 144, 156

change 83, 176

checklist 121–2

common factors approach 186, 187–9

contracting 53, 54–8, 83, 133–4, 184–5, 188–9

GROW model 53, 58–67, 73, 79, 91, 134, 185

individuality of coach 104

listening and hearing 53, 68–70, 71, 134, 185–6

motivation 173

non-directive approach 53, 75–7, 134, 185–6

Big Five coaching skills (continued)

personality, theory of 104

questioning 53, 70–5, 185–6

why it works 184–94

blogs 196–7

boards and committees, appointment to 165

body language 69

book groups 50

boundaries 40, 82, 86, 121, 173, 185

brain-derived neurotrophic factor (BDNF) 193–4

brainstorming 149, 152

brand building 206, 212

British Psychological Society (BPS) 38–9, 42, 101–2, 131

brokers 32, 203

building coaching skills 79–95

models 79–80

neuro-linguistic programming (NLP) 92–3

psychology 82–92

sport 80–2

top ten tools for coaching 94–5

Bullseye diagram 100, 102

business, building a 195–215

business coaching

building coaching skills 93–5

executive coaching, versus 8

life coaching, versus 7–8, 43, 98–9

research 181

business credibility 26–7, 30

business names 209

cabals 131

Cabinet Ministers 172

Cappfinity (formerly Capp) Strengths Profile 48, 111–12, 114

Career Anchors 101

career coaching see also Act Three career coaching; career management; career transitions; portfolio careers

career management 144, 148–54

Act Three career coaching 160

Big Five coaching skills 144, 147, 148

changing context 144, 145–8, 150

conversations with a purpose 149, 153–4

dilemmas, resolving 149, 152

entry mechanisms and structures 150–1

environments 149, 153

experience and wisdom 149, 152–3

frameworks and paths 149, 150–2

funding gap 146–7

goalsetting 149

information gathering, tools for 149–50

learning styles 149, 153

longevity 144, 145–6

pace 151–2

three levels 156

tools 148–54

transitions distinguished 148, 155–6

career transitions 10, 48, 155–60 see also change

Act Three career coaching 160, 162

benchmarking 156, 157, 160

Big Five coaching skills 144, 156

emotions and confidence, managing 156, 157, 158

exercise 159–60

financial pressures 157–8

foot-in-both-camps transition 17

identity, journey to a new working 162–3

jobhunting skills 158, 160

management of careers distinguished 148, 155–6

mental health 158, 160

momentum, energy and pacing 156, 159

money management 157–8

networking 17, 154, 165

new career coaching 147

oneself, managing 156, 158

portfolio careers 23–4

reading 35

rhythms and seasons 156, 158

risk and reward 164

successful career changes 165–6

tools 148–66

training school sample events 35–6

whole life agenda 155

change 174–6 see also career transitions

action 84, 174, 175

Big Five coaching skills 83, 176

career management 144, 145–8, 150

contemplation 84, 174, 175

GROW model 174, 175–6

maintenance 84, 174, 176

MBTI 107

precontemplation 84, 174, 175

preparation 84, 174, 175

Prochaska’s Stages of Change model 83–4, 174

relapse 174, 176

stages of change 174, 175–6

structure 167

Chatham House Rule 133

checklists 58, 121–2, 206–13

chemistry sessions 32–3, 54, 56

choice about being coached 55–6

City of London 3, 153, 211

Civil Service 7, 47–8, 153

CLEAR model 80

client/extratherapeutic factors 187, 188–9

CliftonStrengths (formerly Gallup StrengthsFinder) 48, 111, 112, 114

clinical psychologists 9, 83

closed questions 71

CoachBots 180

coaches 10, 11–25 see also freelance coaching; portfolio careers

ability 26–8, 30, 102

associations, from tight to loose 18–23

experience of great coaching 3–5

full-time professional freelance coaches 24–5

HR/L&D directors 11, 15–16

leaders as coaches 12–14

outside organisations 18–25

sounding boards, as 179–80

specialists 23, 26

within organisations 11, 12–17

Coaches and Mentors of South Africa (COMENSA) 41

Coaches in Government Network 47–8

Coaching at Work (journal) 49, 207

coaching, definition of 6, 7

co-active model 80

codes of ethics 33

coercive style of leadership 12

cognitive-behavioural psychology 92, 183–4

cognitive load 2, 80, 186, 189–90

cognitive psychology 83, 186, 189–90

collective thinking errors, tackling 133, 139–43

commercial nous 26, 29–30

commitment 13–14, 19, 44, 67, 138, 164

common factors approach 186, 187–9

community 43, 46–7, 50

competence 169, 171–2

confidence

4 steps to confidence 87–9, 95, 190, 204

insecure overachievers 87

managing emotions 156, 157, 158

nervousness 203–4

Positive Psychology (PP) 85, 87–9, 190

confidentiality 34, 54, 132–4

conflict 101, 107–8

conscientiousness 109

Consulting Psychology Journal 49, 182

contact, making 205

contagion, emotional 91

context

change 144, 145–8, 150

common factors approach 186, 187–9

contracting 55–8

individuals 126, 127–32

organisational context 56–8

continuous learning 33, 47–50, 201

continuing professional development (CPD) 34, 48–9

formal new learning 34, 48–9

practice post-training 47–8

reading 49–50

refresher courses and new techniques 48–9

contracting

Big Five coaching skills 53, 54–8, 83, 133–4, 184–5

career management 149

chemistry sessions 54, 56

complex contracting 55–6

confidentiality 54

during the work itself, elements 54, 55

individuals 55–8, 127, 133

life coaching 7

psychological aspects 54–5, 56, 83, 134

psychotherapy 188–9

simple contracting 55

conversations with a purpose 149, 153–4

core competencies 37

counselling/therapy

coaching, versus 8, 66

counsellors, role of 9

empirical testing 186

neuroticism 28

psychotherapy 9, 186–9

training 40

credibility 26–7, 30, 187

Cuban missile crisis 141–2

culture

coaching culture 18–19

contracting 184

cross-cultural leadership 186, 190

difference 5, 116–18, 123

environments 90

GLOBE project 190

life coaching 7

organisational culture 5, 14, 56, 77, 116, 186, 190

questionnaires 130

Daniel Difference Model (DDM) 116–24

BAME 117, 123–4

checklist using the Big Five approach 121–2

experience 118–19, 124

gender 117, 122–3

high congruence 116–17, 120–1

leadership issue, diversity as a 117

low congruence 116–17, 120–1

predictions, brain’s propensity to make 118–20

response, expectations of a 117

shared bias versus shared assumptions 116–17, 119–21

social difference 117–18

terminology of difference 118

dark side of leadership 112, 114

day job, coaching in the 16–17, 23, 48

DDM see Daniel Difference Model (DDM)

decision making 140–2

deepening coaching skills 99–114

definitions 7–8

democratic style of leadership 12

demotivation 169, 172–3

depression 9, 91, 102, 106–7, 159–60, 193

development of coaching 31–51

Diagnostic and Statistical Manual (DSM IV) 111

differences 5, 116–18, 123 see also Daniel Difference Model (DDM)

digital marketing 195–8

dilemmas, resolving 149, 152

directive/non-directive approach 7, 76

directors 11, 15–16, 31–2, 41–2, 165, 172

disaggregated careers 145

discrimination 99–100, 115

diversity 115–24 see also Daniel Difference Model (DDM) 116–24

downloading 190

drive 82

earnings see income

economics 23, 91, 139–40

ego identity 76, 130

elevator pitches 159, 208, 214

emotions see also feelings

behavioural economics 91

competence 114

Daniel Difference Model (DDM) 118–19

feedback 128

flow 87

listening to understand 69

managing emotions 156, 157, 158

MBTI 104

positive 88, 186, 192

predictions 118–19

responses 128

stability 28, 104, 106, 109

suitability for coaching 28

Thinking Environment 137

energy 156, 159, 214

entry mechanisms and structures 150–1

environments 90, 133, 137–8, 149, 153

equality between coaches and coachees 80, 137

ethics 33, 125, 182

ethnic minorities 117, 123–4

European Mentoring and Coaching Council (EMCC) 33, 37, 41–2, 51

evidence-based practice 176, 180

executive/senior management coaching see also leadership

accreditation 41–2

business coaching, versus 8

Daniel Difference Model (DDM) 117

drive 82

feedback 127

leadership coaching 8

MBTI 108

sounding board, coaches as 179–80

sport 81–2

training 37–8

usefulness of coaching 9–10

exercise 83, 89, 159–60, 194

experience of great coaching 31–5

external coaches 1, 11, 16, 30, 41, 47–8

extratherapeutic factors 187, 188–9

extraversion (E) 103, 104, 108

fact-gathering 65–6, 113

failure 34, 54

families 3, 23, 44–5, 98, 159, 161, 194

feedback 40, 82, 97–8, 127–8, 150 see also 360° feedback

feeling (F) 91, 103, 107–8 see also emotions

fees 21–2, 48, 199, 201

financial pressures 157–8

finding a coach 203

FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour)

access 101

Expressed and Wanted scores 110

inter-personal, as 109–10

psychometrics 48, 103, 109–10, 113, 114, 132, 136, 150

relational factors 90

first 100 days planning 10

fishbowls 36, 201

flight or fight 192

flow 85–9, 95

focus 17, 72–3, 80, 88, 193–4

foot-in-both-camps transition 17

forgiveness 157

formal new learning 34, 48–9

Fredrickson/Losada Ratio 192, 194

freelance coaching 17–25, 195–215

associations 17–23

business, building a 195–215

checklist 206–12

continuous learning 48

digital marketing 195–8

full-time professional coaches 24–5

goals 198–200

GROW model 198–215

how long it takes to build a business 201–2

impact, doing things that make the most 205

income 200–1

freelance coaching (continued)

length of time 201–2

marketing 204–13

not-very-freelancers 18

options 203–13

reality 200–3

succeed and those who don’t, difference between those who 202–3

will 213–15

FT Guide to Business Start-up 203

Fundamental Attribution Error (FAE) 126, 127, 132, 173

Fundamental Interpersonal Relations Orientation-Behaviour see FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour)

funding gap 146–7

gender 117, 122–3

pay gaps 117, 122

personality 29

self-awareness 123

general practitioners (GPs) 9

German Chapter of Meyler Campbell 20–1

Getfeedback 100, 102

global financial crisis of 2008 12

GLOBE project 190

goals (G) 62–5, 149, 185, 198–200

good, how do you know coaches are 32–3

groups see team/group coaching

groupthink 141–3

GROW Model 34, 53, 58–67, 126, 185

Big Five coaching skills 53, 58–67, 73, 79, 91, 134, 185

career management 149

change 174, 175–6

context 132

freelance coaching 198–215

goals 59, 60, 62–6, 91, 132, 134, 185, 198–200

listening and hearing 59–60, 189

motivation 168, 171

non-directive 189

options 59, 60–1, 66–7, 89, 132, 134, 139, 164, 171, 175, 203–12

psychotherapy 188–9

questions 59–61, 73, 189

reality 59, 60, 65–6, 132, 134, 139, 175–6, 200–3

short courses 36

team coaching 134, 139

topics 59, 60, 61–2

venting 179

will 59, 61, 67, 132, 134, 175, 213–15

habits

cognitive load 80

cognitive psychology 189

collective thinking errors 139

effective thinking 91

heuristics 140

jargon 93

non-directive coaching 76

reality 65–6

successful coaches 202

uses of coaching 10, 167

Harrods principle 199–200

Harvard Business Review (HBR) 1, 12, 44

headhunting 11, 24, 147, 158, 206

health issues 83, 88–91, 145, 159–60, 174, 194 see also mental health

health psychologists 83

hearing see listening and hearing

heuristics 140, 189

high achievers (HAs) 82

Hogan suite of personality tests 102, 112, 150

HR (human resources)/L&D (learning and development) directors 11, 15–16, 31–2, 41–2

human resources see HR (human resources)/L&D (learning and development) directors

humanistic psychology 83, 104, 185–6

hypotheses 127–8, 131

identity 57, 76, 130, 161–4

In the Grip (OPP) 107

income

Act Three career coaching 161

career transitions 157–8

continuous learning 34

fees 21–2, 48, 199, 201

financial pressures 157–8

full-time professional freelance coaches 24

how long it takes to build a business 201–2

portfolio careers 24, 151–2

reality 200–1

return on investment (ROI) 34, 44–5

target 199–200

training 45

individuals 64, 125–32

choice about being coached 55–6

complex contracting 55–8

context 126, 127–32

contracting 55–6, 57, 127, 133

divergence between organisation and individuals 57

interviews by the coach 129–30

motivation, variations in 168

information gathering, tools for 149–50

Inner Game approach 81

insecure overachievers 87

insight sessions 114

Institute of Directors 172

intellectual freshness and edge 214–15

intelligence 14, 19, 108–9

International Coach Federation (ICF) 33, 41–2, 51

International Coaching Psychology Review (ICPR) 182

An International Journal of Theory, Research and Practice 182

interviews

structured interview approach 99

telephone interviews 129

360° feedback 129–30

introversion (I) 25, 103–4

intuition (N) 103, 107, 108

inventories see strengths inventories

Iraq WMD crisis 141–2

job-hunting 156, 158–60

Johari Window 97–8

journals 49, 103–4, 182–3, 212

judging or perceiving (J/P) 103

Jungian psychology 103, 107–8

jungle metaphor 198–9, 204, 213, 215

Katzenbach’s work 133, 138, 139

kinaesthetic preferences 93

Kline’s thinking environment 133, 137–8

L&D/HR directors 11, 15–16, 31–2, 41–2

language 92–3

lawyers 152–3, 171–2

leadership coaching

affiliative style 12

authoritative style 12

business coaching, versus 8

coaches, leaders as 12–14

coaching style 12–14

coercive style 12

cross-cultural 186, 190

dark side 112, 114

democratic style 12

diversity 117

European countries/clusters, attributes in 191

executive coaching 8

Leadership Judgement Indicator (LJI) 113

pace-setting style 12

psychometrics 113

scientific research 183

senior management 10

within organisations 12–14

learned behaviours 112

learning 37, 76, 149, 153, 161, 193 see also continuous learning; training

Lencioni’s Five Dysfunctions of Teams 133, 138–9

life background of client 98

life coaching 7–8, 43, 45, 92, 98–9

limits of coaching 4–5

LinkedIn 50, 154, 195–6, 203

listening and hearing

active listening 68

Big Five coaching skills 53, 68–70, 71, 134, 185–6

career transitions 157

GROW model 59–60

Kline’s thinking environment 137

respond, listening to 69, 70

Time to Think approach 134

understand, listening to 69–70

Lone Rangers (LRs) 11–12, 24–5

loneliness and isolation 3, 18

longevity 144, 145–6, 160, 202

maintenance 84, 174, 176

management see career management

market growth, causes of 2–3

marketing 10, 203–13

checklist 206–13

digital marketing 195–8

resources 215

social media 195–8

Master’s courses 44

matrix management 145

MBTI see Myers–Briggs Type Indicator (MBTI)

memory 38, 83, 186, 189–90

mental health 158, 160 see also emotions

depression 9, 91, 102, 106–7, 159–60, 193

Diagnostic and Statistical Manual (DSM IV) 111

professionals, types of 9

mentoring 6, 7

metaphor 80

Meyler Campbell 20–1, 37, 51, 209

Microsoft 5, 14, 44

Milgram experiments 125–6, 140–1

mindfulness training 101, 214

Minnesota Multiphasic Personality Inventory (MMPI) 102, 113

miracle question 61, 66

momentum 156, 159

money management 157–8

morale 76, 132

motivation 167–73

autonomy 169–71

Bullseye diagram 100, 102

competence 169, 171–2

demotivation 169, 172–3

extrinsic 168–9

GROW model 168, 171

individuals, variation between 168

intrinsic 168–9, 172–3

psychometrics 101, 168

relatedness 169, 172–3

Ryan and Deci Continuum 168–9, 170, 172–3

will 67

multiple stakeholders 7–8, 56

Myers–Briggs Type Indicator (MBTI) 5, 95, 103–9

access to tests 101

applications for coaching 106–8

cognitive style 91

conflict 107–8

controversy 103–9

E/I (extraversion/introversion) 103, 104, 108

five versus four scales 104, 105

how to coach by personality type 106–7

intelligence as confound 108–9

J/P (judging or perceiving) 103

non-judgemental, as 106

normal distribution versus bimodal 104, 105

options 204

personality 5, 103–9

psychologists 5, 103–9

psychometrics 103–9, 113, 132, 136, 150

rebuttal of criticism 104–5

refresher courses 48–9

S/N (sensing or intuition) 103, 107, 108

stress and getting out of it 107

T/F (thinking or feeling) 103, 107–8

type, coaching by personality 106–7

type versus trait 104–5

understanding 91

value in coaching 105–8

Nature (journal) 182

negativity 88, 192

NEO Personality Inventory (NEO PI-R) 102, 104, 106, 150

nervousness 203–4

networking

career transitions 17, 154, 165

freelancers 204–5, 211–12, 215

German chapter 20–1

length of time 201

market growth 2

purpose, conversations with a 153–4

referrals 12, 22–3

training 36, 41, 47

neuro-linguistic programming (NLP) 92–3

neuroplasticity revolution 193–4

neuroscience 72–3, 145, 187, 193–4

neuroticism 28, 104, 106, 109, 171

no, saying 205

non-directive approach

Big Five coaching skills 53, 75–7, 134, 185–6

directive coaching distinguished 7, 76

listening and hearing 68

team coaching 134, 136

training 39

unlearning 76

non-executive directorships 165, 172

oneself, managing 156, 158

open questions 71

options (O)

checklist 206–13

confidence 203–4

freelance coaching 203–13

GROW model 59, 60–1, 66–7, 89, 132, 134, 139, 164, 171, 175, 203–12

marketing 204

organisational context 56–8

organisational culture 5, 14, 56, 77, 116, 186, 190

organisational psychology 186, 190, 191

overachievers 87

pace 12, 151–2, 161, 164

pause 177–8

pen-and-paper approaches 97–9, 135

pensions 146

perceiving (P) 103

PERFECT model 83, 85, 89, 90, 95, 190, 214

performance

high-performance 192

peak 81, 84, 102, 158, 185, 192

sales performance, improving 183–4

team 207

personality see also Myers–Briggs Type Indicator (MBTI)

Bullseye diagram 100, 102

chemistry sessions 32–3, 154, 156

gender balance 29

NEO Personality Inventory (NEO PI-R) 102, 104, 106, 150

overall personality 103–9

psychologists 5, 103–9

psychometrics 101, 102–9, 150

spark 95

type versus trait 104–5

PhD courses 44

physical health 83, 88–91, 145, 159–60, 174, 194

placebos 187

portfolio careers 23–4

Act Three career coaching 160, 163

foot-in-both-camps transition 17

income 24, 151–2

management 151–2

outside organisations 23–4

portfolio careers (continued)

pace 151–2

quality of life 23

schedule yourself, work you can 151

short notice, intensive and well-paid pace 151–2

steady pace 151

transition 17, 23–4

uncertainty 151

Positive Psychology (PP) 84–92

balanced approach 84

broaden and build effect 192

confidence, 4 steps to 85, 87–9, 190

effective thinking 91

environment 90

flow 85–7, 88–9

Fredrickson/Losado Ratio 192

high-performance 192

motivation 168

negativity 192

PERFECT model 85, 89, 90, 190

physical 89–90

psychometrics 103, 114

scientific research 187, 190–2

strengths inventories 48, 111, 114, 190

teams 192

Thomas–Kilman instrument 90, 101

3:1 ratio 192

transcendence 91–2

potential, developing high 10

power relationships 8

practical input 165

practice clients 35, 39

predictions, brain’s propensity to make 118–20

preparation for change 84, 174, 175

previous employers, offering services back to 18

prior interest in coaching 27–8, 30

Prochaska’s Stages of Change model 83–4, 95, 174

productivity, improving 183

professional bodies 180

Professional Career Partnership (PCP) 144

professional ethos 82–3

professional services firms (PSFs) 13, 131

profiling 136

promotion 106, 122, 171, 211

psychiatrists 9

psychodynamic approaches 83

psychology see also Positive Psychology (PP); psychometrics

accreditation 42

behaviourists 83

building coaching skills 82–92

change 83–4

chartered psychologists 38–9

chemistry sessions 54, 56

clinical psychology 9, 83

cognitive-behavioural 92, 102, 183–4

cognitive psychologists 83, 186, 189–90

confidentiality 54

contracting 54–5, 56, 83, 133–4

health psychologists 83

humanistic psychology 83, 104, 185–6

Jungian psychology 103, 107–8

personality 5, 103–9

professional ethos 82–3

psychodynamic psychologists 83

psychometrics 101–2

rationality 141–3

regulation 38–9

social psychology 126, 143

team thinking 139–43

training 37–9, 42

trust 54–5

psychometrics 52, 99–114 see also Myers–Briggs Type Indicator (MBTI)

access to tests 101–2

annual staff attitude surveys 132

Bullseye diagram 100, 102

bureaux 102

career management 150

dark side 112

discriminating, test must be 100

FIRO-B 48, 103, 109–10, 113, 114, 132, 136, 150

Hogan suite 150

indirect access to tests 102

insight sessions 114

leadership 113

MBTI 103–9, 113, 132, 136, 150

medical practitioner, only available to 102

motivation 101, 168

NEO Personality Inventory (NEO PI-R) 150

objectivity 99

personality 101, 102–9

Positive Psychology 103, 114

practice, what coaches use in 113–14

profiling 136

quality, defining 99–100

reliability 99

16PF 150

strengths inventories 110–12

Strong Interest Inventory 150

structured feedback 150

tests coaches use 102–12

360° feedback 103, 150

training 101–2

validity 99

what tests measure 100–1

psychopathy 12

psychotherapists 9, 186, 187–9

psychoticism 104

Public Appointments Office (PAO) 165

purposes of work 161

quality, defining 99–100

quality of life 23

questioning

Big Five coaching skills 53, 70–5, 185–6

closed questions 71

different questions for different tasks 71–2

experience of great coaching 33–4

focusing attention 72–3

GROW model 59–61, 73

individuals 130–1

information gathering, tools for 149–50

interest, following 73–4

miracle question 61, 66

open questions 71

physical health 89–90

responsibility, generating 74–5

rationality 140–3

reading 34–5, 49–50, 215

real estate salespeople 183–4

reality (R)

GROW model 59, 60, 65–6, 132, 134, 139, 175–6, 200–3

how long it takes to build a business 201–2

income 200–1

succeed and those who don’t, difference between those who 202–3

recruiting 206

redundancy 147, 148, 155, 164

references 203

referrals 12, 22–3, 32

refresher courses 48–9

regulation 38–9, 170

relapse 174, 176

relatedness 169, 172–3

relationships 8, 90, 117–18, 156, 159, 187 see also FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour)

remuneration see income

research see scientific research

resilience 84, 88, 116

resources 213–15

respond, listening to 69, 70

responsibility, generating 74–5

retirement 160

return on investment (ROI) 34, 44–5

rhythms and seasons 156, 158

rigour 45–6

risk and reward 164

Ryan and Deci Continuum 95, 168–9, 170, 172–3

sales performance, improving 183–4

sample events 35–6

scheduling work yourself 151–2

Schein’s Career Anchors 101

scientific research 180–94

algorithms 180

allied fields 186–94

Big Five coaching skills 184–6

business research distinguished 181

cognitive psychology 186, 189–90

combining coaching and training 183

definition 181–2

explanations, providing 181

field, considering a different 181

leadership 183

neuroscience 187, 193–4

organisational psychology 186, 190, 191

Positive Psychology 187, 190–2

professional bodies 180

psychotherapy and common factors of effective therapies 186, 187–9

real estate salespeople 183–4

sales performance, improving 183–4

studies 182–4

teams, coaching in 184

training 180, 183

why it matters 180–1

Self 1 / Self 2 distinction 81

self-awareness 4, 26, 96–7, 99, 108–10

self-consciousness 87

self-efficacy 87–8

senior management see executive/senior management coaching; leadership

sensing or intuition (S/N) 103, 107, 108

shared bias versus shared assumptions 116–17, 119–21

Sherpa Coaching 200

Sherpa coaching survey 200–1

short courses 36, 39

silence 94, 134, 178

six degrees of separation 206, 211

16PF test 150

skills see building coaching skills

SMART (Specific, Measured, Achievable, Realistic and Timed) goals 62, 64, 207, 213

smoking 83, 174

social media 50, 154, 195–8, 203

social psychology 126, 143

solution-focused coaching 80

sounding boards, coaches as 179–80

space stretch 3

space to think 179

spark 95

Special Group in Coaching Psychology (SGCP) 42

specialist coaching 23, 38

sport 80–2

staff attitude surveys 132

stealth coaching 73–4

strategy planning 10

strengths 88, 139 see also strengths inventories

strengths inventories 110–12

Cappfinity (formerly Capp) Strengths Profile 48, 111–12, 114

CliftonStrengths (formerly Gallup StrengthsFinder) 48, 111, 112, 114

Positive Psychology 48, 111, 114, 190

psychometrics 110–12

realised and unrealised strengths 112

VIA (Values in Action) Inventory of Strengths 48, 92, 111, 112, 114, 150

stress 10, 23, 70, 86, 88, 107, 178

Strong interest inventory 150

structure of careers 156, 157

structured learning 37

style of learning 12–14

succeed and those who don’t, difference between those who 202–3

supervision 33, 40, 49, 201

supply side see coaches

support structures 3, 37, 50, 215

team/group coaching 125–6, 132–43

advanced coaching 125–6, 132–43

Appreciative Inquiry (AI) 133, 139

Big Five coaching skills 133–4

collective thinking errors, tackling 133, 139–43

context 126

contracting 133–4

cross-border teams 145

FIRO-B 110

groupthink, keys to averting 142–3

GROW 134, 139

issues out, getting the 135–6

Katzenbach’s work 133, 138, 139

Kline’s thinking environment 133, 137–8

Lencioni’s Five Dysfunctions of Teams 133, 138–9

listening and questioning 134

non-directive, as 134, 136

pen-and-paper approach 135

Positive Psychology 192

psychometric profiling 136

scientific research 184

tasks, forming around 138

team, definition of 138

topics exercise 135–6

telephone interviews 129

theory 37–8

therapy see counselling/therapy

thinking

errors 132–3, 139–43

groupthink 141–3

Kline’s thinking environment 133, 137–8

thinking or feeling (T/F) 103, 107–8

Time to Think approach 134

Watson-Glaser Critical Thinking Appraisal 102

third stage career coaching see Act Three career coaching

Thomas–Kilmann Conflict Mode Instrument (TKI) 90, 101

360° feedback 48, 128–31

bespoke instruments, using 129, 130

BPS best practice guidelines 131

cabals 131

context 128–30

contracting 127

ego identity 130

feedback 48

individuals 128–31

interviews by the coach 129–30

off-the-shelf instrument, using an 129, 130

psychometrics 103, 150

questionnaires 130–1

time

build a business, time it takes to 201–2

management 76

shrink 3

space to think 179

stretch 2

Time to Think approach 134

topics exercise 135–6

training 36–47

ability 102

accrediting organisations 33, 37–9, 40–4

career transitions 35–6

choosing the right course 43–7

combining coaching and training 183

commercial aspects 54

community 43, 46–7, 50

continuous learning 33, 47–50

costs 44–5

counselling 40

credibility 27

dipping your toe into the water 35–6

elements of a good course 37–43

fast-track route 42

feedback 40

formal training 36–7

format of training 46

freelancers 45

goals 63

income 45

level of training 44

training (continued)

life versus business coach learning 43

master’s/PhD or practitioner level 44

non-directive approach 39

non-executive directorships 172

practicalities 46

practice 35, 39–40, 47–8

practice clients 35, 39

productivity, improving 183

psychologists 37–9, 42

psychometrics 101–2

reading 35

return on investment (ROI) 44–5

rigour 45–6

sample events 35–6

scientific research 180, 183

senior-level coaching 37–8

short courses 36, 39

specialisms 38

structured learning 37

supervision 40

support 37, 50

table of providers 51–2

theory 37–8

within organisations 28, 30

traits 104–5

transcendence 91–2, 189

transformation 112

transition see career transitions

transition clients 48, 155, 158

trust 5, 16, 54–5

truth to power, speaking 180

turbulence, managing through 10

Twitter 68, 154, 196

TXG 32

Type and Change (OPP) 107

Type Differentiation Indicator (TDI) 105

uncertainty 151, 162

unconventional career strategies 165–6

understanding 69–70, 91

urgency 155

used, how coaching is 9–10

usefulness of coaching 9–10

venting 63, 178–9

VIA (Values in Action) Inventory of Strengths 48, 92, 111, 112, 114, 150

visual preferences 93

voluntary work 48

Watson-Glaser Critical Thinking Appraisal 102

websites 154, 165, 207

what people want from work 161

wheel of life diagrams 98

who provides coaching 10

whole life agenda 155

why it works 177–94

will (W)

freelance coaching 213–15

GROW model 59, 61, 67, 132, 134, 175, 213–15

motivation 67

PERFECT model 214

resources 213–15

word of mouth 4, 31–2, 43, 49, 195–6, 203, 211

work–life balance 146, 208

working hours 177

working memory 140, 186, 189–90

Worldwide Association of Business Coaches (WABC) 41

Zimbardo prison experiment 126

zone, being in the 85