Download 101 Coaching Strategies and Techniques (Essential Coaching by Gladeana McMahon, Anne Archer PDF

By Gladeana McMahon, Anne Archer

Deals useful recommendations to assist the trainer with their paintings, offering a proof of the tactic including capability pitfalls and solutions.

content material: publication conceal; name; Copyright; Contents; checklist of figures and tables; checklist of participants; creation; A self assurance development; B constructing as a trainer; C constructing particular abilities and techniques; D concentrating on the long run; E crew training; F challenge fixing and creativity; G Relationships; H Self expertise; I while a consumer will get caught; the long run; extra interpreting materials.
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bargains functional concepts to assist the trainer with their paintings, offering an evidence of the tactic including strength pitfalls and solutions. Read more...

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Additional info for 101 Coaching Strategies and Techniques (Essential Coaching Skills and Knowledge)

Example text

The client is asked to go back to the situation s/he has chosen and to remember what actually happened at the time. ). The coach then asks the client to remember the point 34 CONFIDENCE BUILDING just before s/he acted in a self-defeating manner. When the client is able to do this, the coach asks the client to remember the feelings (physical and emotional) that led up to this point and to think of these as ‘early warning signals’ that can alert the client in future situations to when s/he is in danger of engaging in unhelpful responses.

Examples might include playing it when the alarm goes off in the morning, while they make their dinner, on their walk to work – but an idea that the client comes up with themselves would be much better. Pitfalls As mentioned earlier, music is powerful and can evoke very strong feelings, both positive and negative. The context within which you are working should tend towards a positive response but should a certain piece of music bring up difficult feelings for your client, do be prepared to support them with these.

Tompkins, P. and Lawley, J. s (Coach the Coach, February edition), Littleport: Fenman. 3 Acting positively in difficult situations Penny Swinburne Purpose Many outwardly confident and able people lack confidence in particular situations. Examples include: ‘fast trackers’ who may say nothing at meetings because everyone else there is ‘older’, ‘wiser’ and perhaps ‘male’ (often said by young women) and are scared of ‘looking foolish’; and specialists, whose training leads them to be confident only when they ‘know the answer for sure’.

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