How can you identify the need for change in your coachee?

The change formula can help coaches and clients to assess their readiness. This is the formula: (V X D) + F.S. > R = C In this formula the “C” stands for change. It was originally created by Richard Beckhard and David Gleicher, refined by Kathie Dannemiller. V = Vision D = Dissatisfaction F.S. = First Steps R = Resistance When we own our resistance, we see that we simply need more motivation; and motivation comes from more vision or dissatisfaction.

There are so many ways to do this and you can choose what works best in the context. But surfacing that discontentment is critical, without it, there will not be enough energy to go through the change process. You can also convert that to inspiration later in the process. The energy they produce will be critical.

Recognising the need for change in a coachee involves keen observation of behaviour, communication patterns, and overall engagement. Assessing their readiness for change involves gauging their openness, commitment, and current life circumstances. Optimising brain health becomes pivotal in this process; a nourished brain fosters better decision-making, adaptability, and resilience. Encouraging practices like regular exercise, balanced nutrition, and sufficient sleep can enhance cognitive functions, promoting an environment where the coachee is not only receptive to change but also empowered to navigate it successfully.

Establishing a strong relationship based on trust and openness is crucial. This allows the coachee to feel comfortable and be honest about challenges and goals. Active listening is a key tool. By carefully listening to what is said – and what is not – a coach can gain insights into the underlying needs and challenges of the coachee. Often, it's not the obvious problems that most urgently need change, but deeper underlying patterns and beliefs. Asking open, probing questions helps to promote the coachee's self-reflection and uncover hidden issues. Questions that stimulate thought can provide insights into areas the coachee might not have considered themselves. Observing the behavior and body language of the coachee can also be revealing.

Everything starts with the 'Why?'( borrowing Simon Sinek's tag line), Why should the coachee change his behavior? Why is it important? Then to the what and the how.(there are many methods posted identified by respected experts) As a Coach, start with Why I am here? I am your Coach and you are my proority & I will guide you through the step. This is the key ??. Rest is methodology

Recognising the need for change is pivotal in personal growth. Utilising SWOT analysis unveils areas for improvement. The GROW model further guides the journey. By fostering awareness of their potential, coachees develop urgency for transformation. Integrating brain health optimisation underscores this process, enhancing cognitive functions and resilience. Empowering individuals to embrace change not only propels them towards their goals but also fortifies their mental agility, ensuring sustained success. With this they embrace change, fuel growth, and elevate their journey to new heights.

These are all great techniques, but the premise here implies that the coach should be the one identifying the need for change and coaxing the client into changing something they haven't self identified as being important, which isn't consistent with traditional coaching ethics. Only once the client has self identified what they would like support with should the coach then employ the relevant strategies, like those listed in this article, in service of the client's self directed goals.

I have one example for facilitating the awareness and the commitment for change: the first step is to look at the current reality with clarity. Without this clarity, it's very hard to move on, because it's almost like trying to build a house on a shaky foundation. If the foundation is solid, the goal can be explored. When we explore the goal, we can use visualisation techniques as well, because sometimes knowing what we truly want is the hardest part. The tension between these two (my current reality and the goal) will fuel the actions and the work between sessions and ultimately in reaching the goal.

Das Schaffen von Bewusstsein und Dringlichkeit ist entscheidend im Coaching. Tools wie 360-Grad-Feedback, SWOT-Analyse und SMART-Zielsetzung bieten strukturierte Einblicke. Gemeinsame Zeitplanung und Aktionspl?ne st?rken die Dringlichkeit. Visualisierungstechniken wie Mind Maps verdeutlichen Ziele. Geschichten und Metaphern schaffen emotionale Verbindung. Die Betonung von Konsequenzen bei Nichtver?nderung und den positiven Nutzen der Ver?nderung verst?rkt das Bewusstsein. Ein integrativer Ansatz, der Feedback, klare Zielsetzung und emotionale Verbindung kombiniert, f?rdert meiner Meinung nach eine nachhaltige Ver?nderungsbereitschaft beim Coachee.??

Best signal for change is insatisfaction and discomfort. It comes to my mind, a fantastic story about Lobster growth from chasidic rabbi and famed psychiatrist, Rabbi Dr. Abraham Twerski. Crustaceans are made of soft tissue while confined within a hard shell. As the lobster grows, it experiences pressure and discomfort, confined by its shell, the rabbi tells us. “So it goes under a rock, casts off its shell, and produces a new one.” “The stimulus for the lobster to be able to grow is to feel uncomfortable,” the rabbi points out, adding that “if lobsters were able to go to a doctor, they would be given a Valium or Percocet and never grow.” Incredible and wise story about change!!! WOW

Recognising the need for change begins with attentive listening and perceptive questioning. I find it helpful to explore options collaboratively, utilising SMART criteria for goal-setting and mind mapping to visualise strategies. Then, encourage them to evaluate each approach's feasibility and impact. Another fundamental key is integrating the importance of optimising brain health, emphasising its role in decision-making and resilience. Together, we can then construct a holistic plan that aligns with their aspirations, ensuring sustainable change and personal growth. By fostering cognitive well-being, they'll be better equipped to navigate challenges and thrive in their pursuit of goals.

Once the Client is aware of the need for improvement, we have to help him/her prepare an Action Plan. This GAP has to be understood in various factors with respect to the particular Goal: Knowledge, Skills, Experience, Confidence, Motivation, Commitment, and Belief. Eventually, we can help clients come up with an Action Plan for Personal Development. Each item in the Action Plan will help the client to move towards the desired Change.

Change can feel daunting, even when Exec's acknowledge the need for it. By helping them to frame their next steps as an "experiment", they can try something out without feeling the pressure of having to "nail it" first time. We can then review how it has gone and what needs to be adjusted for next time to move them closer to where they want to be.

May favourite coaching question(s) go like this: - Coach: Do you know anyone who does what you are struggling with really well? - Coachee usually responds with something like this: 'Oh yes, Anne over in accounting is much better at this than I am.' - Coach: So what would Anne do in this situation? - Coachee: Oh Anne, would collect all the data and then go and speak to directly to xyz and ask for abc..... - Coach: Which of Anne's actions could you try? In most cases coachees know what would work. They are stuck with other barriers like fear of failure, of coming across as too assertive, etc. A good coach will help the coachee unpack those limiting beliefs as they are often what's really in the way.

Exploring options is often a creative work that requires creating options. I like to use the Integrative Thinking framework to help clients create options when they are stuck in equally undesirable either/or scenarios. Helping them see the pros of their options and creating something that hold elements of both options. At the same time, it helps the client to stay open and curious about trying the new solution in baby steps, with clear metrics that measure the impact.

Supporting action and accountability in a coachee involves helping them translate insights and plans into tangible steps while holding them responsible for their progress. Here are strategies to facilitate action and accountability for the need for change: Establish Clear Goals Break Goals Into Actionable Steps Prioritize Actions Create an Action Plan Identify Potential Barriers Establish Accountability Mechanisms Encourage Regular Reflection Provide Encouragement and Positive Reinforcement Address Procrastination Clarify Personal Values and Motivations Involve Stakeholders Provide Resources and Tools Celebrate Milestones Hold Constructive Feedback Sessions Explore Learnings From Setbacks Reassess and Realign Goals as Needed

As a coach, my approach centers on cultivating transformative learning and reflection for change. Through regular one-on-one sessions, we engage in open dialogue, uncovering both successes and challenges. Together, we set measurable goals, tracking progress and discussing valuable insights. I encourage keeping a reflective journal for ongoing self-discovery, and I foster a feedback-rich environment based on behavior vs Impact. Celebrating achievements, big or small, serves to reinforce positive behaviors, while assessments contribute objective insights. The aim is to empower coachees in embracing continuous learning, curiosity, and a growth mindset throughout their professional journey.

One of my favourite tool and AIM as a coach is to help the coachee SEE (stongly visualize) and FEEL into future. The coachee needs to start believing into their better future before they will take action. After that the coach can help the coachee overcome their current situation and/or challenges and obstacles and stories/beliefs they tell or have about themselves for not being capable of progressing. Motivation for taking action is soon lost (because it is a feeling that doesn’t last) if the coachee is not committed to take INSPIRED action and re-motivate themselves again and again. As mentioned already, celebration after each milestone is super fun and encouraging. Coach can often be the best cheerleader for his/her client!

The coachee is only ever going to take action if 1) they jointly create the action point 2) they clearly understand the benefits to them of taking that specific action. Coaching is very much a partnership between the coach and the coachee. When agreeing action with coachees at the end of a session, we often only define 2-3 specific points. Any more and it can feel like homework rather than development! It's also important to not overlook a coachee NOT taking the agreed action when you meet next time. Is it that they were not completely bought into the value of the action or have their priorities changed?

My clients are leaders & executives with a very full life. So I like to keep it simple, and rather than adding, sometimes we subtract. I also like to transmute things, meaning that when we add intention to a thing, that thing changes for us. So, the action needs to be clear, simple and stretchy enough (if necessary). Based on human biology, the mere act of accountability does it trick without any interference: when my client commits to an action, it is very often followed through - this is hugely backed up by science. And, if they don't...there's some very interesting information there! Keeping the client moving, acknowledging all the small steps taking and having an atmosphere of acceptance and compassion are great ingredients for success.

Here are five of the questions I ask coachees to reflect on prior to our discussions: What are you most proud of accomplishing since our last discussion? What worked as you planned? Why? What did not work as you planned? Why not? Did you experience any unintended consequences? If so, how does this knowledge impact you? What did you do to stretch beyond your comfort zone? Did your new behaviors / actions garner feedback from the organization? This self-reflection time followed up with a conversation with me yields great impact and clarity during this coaching phase of their leadership development journey.

Facilitate self-reflection by asking probing questions. Encourage the coachee to consider what aspects of their behavior, mindset, or environment might need adjustment. Guide them in exploring the potential impact of change on their personal and professional growth.

I like to help my clients learn how to learn. One part is to help them see their actions and the ripple effect. Another part is to help them shift from that analysis to next step that still aligns to the goal (not just a correction). There is also a consideration of what might be the ripple effect.

You can also ask them to reflect on how easy or difficult it was to implement the changes and encourage them to persevere if it was challenging. Suggest incremental improvements towards the goal if they found it difficult. Also ask how others reacted to their changed behaviour and get them to reflect on how that feedback might contribute to further change.

In meiner Arbeit als Coach ist es wie bei einer Entdeckungsreise. Wir schauen uns an, wie man gut lernen kann und warum es wichtig ist, über Dinge nachzudenken. Ich ermutige dazu, wie in einem Tagebuch, Gedanken und Ideen aufzuschreiben. Das ist wie eine Schatzkarte für das eigene Denken. Stell dir vor, wir setzen uns Ziele, wie Schatztruhen, die wir finden wollen. Regelm??ig schauen wir auf unsere "Sch?tze" und überlegen, was gut funktioniert hat und was wir noch besser machen k?nnen. Ich zeige, wie man sich selbst coacht, wie ein kleiner Trainer im Kopf. Das ist wie eine geheime Superkraft, um immer besser zu werden. Wir feiern auch kleine Erfolge, als w?ren es Schatzfunde! Das macht Spa? und h?lt uns motiviert! ??

Developing resilience means having a high degree of self-awareness and emotional intelligence. Using the EQ-i survey helps the clients and the coach explore development opportunities to help grow a more adaptable mindset. Helping the client learn which specific situations cause stress and how they interpret it leads to a deeper level of self-awareness. Among others, I like to ask the question "why is that important for you" or “what is really important here” to get deeper but also help them see a bigger picture. Another is to intentionally refocus them on “what do you need to move to (their desired outcome)” to help build the habit of accepting what is, realizing their circle of control and moving forward. Not moving on but moving forward.

Helping clients embrace and develop mental toughness is a key factor in resilience. Developing mental toughness is a transformative journey that empowers individuals to navigate life's challenges with heightened resilience and adaptability. By fostering mental toughness, individuals learn to view setbacks as opportunities for growth rather than insurmountable obstacles. This shift in perspective not only enables them to bounce back from setbacks but also equips them with the skills to thrive in the face of uncertainty. Moreover, mental toughness promotes adaptability by instilling a sense of flexibility and openness to change.

Resilience is a very important attribute, but resilience takes all sorts of forms. Because of this, it is essential to identify the specific stressors the coachee is likely to encounter and how they'll fair as they face these new demands.?? Hand in glove with this, is the ability of the coachee to adapt to these changes, and new demands these changes involve. Making use of an archetypal profiling tool, such as TEAM ME, enables the coach and the coachee to identify the coachee's specific character strengths and challenges.?? Mapping their strengths against the demands of the new role or situation will immediately highlight capabilities and gaps from which conversations and a plan for professional? development can be created.

Enhancing resilience and adaptability in a coachee is crucial for navigating change successfully. Here are strategies to help your coachee develop these qualities: Promote a Growth Mindset Build Self-Awareness Develop Emotional Intelligence Strengthen emotional intelligence by helping the coachee recognize and manage their emotions effectively. This includes understanding the emotions of others and fostering positive relationships. Encourage a Positive Perspective Stress Management Techniques Cultivate Flexibility Set Realistic Expectations Develop Problem-Solving Skills: Enhance Resilience Through Reflection Encourage Continuous Learning Provide Supportive Networks: Promote Proactive Planning: Celebrate Successes: Model Adaptability

I find us humans are already very resilient - yet we don't see it because we're not paying attention to it. What I like to do - and it adds to the learning element - is to both practise tools with the client and allow the client to notice the (resilience) tools they're learning while in the process. What this can look like is that I start my coaching sessions with a presence practise (breath, centering) and so over time, we have subtly added to their resilience tools. In addition, when a client takes action (and we reflect on it to learn), over time we can start to see that this client has a particular way of dealing with challenges - and it is my task as a coach to start recognising this for the client so they can build their own toolbox.

The coach is not the one that identifies the need for change in a client. The client needs to come to coaching having already identified that need, the urgency for them, and the willingness to create agreements with the coach on how they will show up and work to create that change. What the coach CAN assist with is helping the client articulate their desired future, discover what's getting in the way of the change being successful, co-creating practices to address challenges, and offering trusted support and perspective through powerful questions.

The most important thing in the executive coaching journey is the ownership of the executive. It is them who see the benefit and the urgency of the change and own the process. Executive Coach is there as the thinking partner to help them along the process, challenge them, push them, give them encouragement. But the Chief Owner is still be the executive.

By adopting a holistic approach, I analyze both professional and personal aspects influencing my coachee's life. The fusion of color analyses & psychology adds a unique dimension to my coaching, unveiling nuanced personality aspects. Exploring intersections between work, self-esteem and image, personal values, and aspirations uncovers mismatches or opportunities for alignment, enhancing overall fulfillment. It unveils motivations for change that extend beyond conventional professional boundaries. Take, for example, a coachee with a dull wardrobe and vibrant thoughts—an intriguing contrast hinting at a potential misalignment. This incongruence often signifies an unspoken desire for change.

In an organisation, the sponsor of the coaching (often the line manager) may see a need for change, but the coachee may not. A key role of a coach is to ensure that coachee and sponsor understand & agree to this need up front. For me, best practice is a 3-way conversation - coach, coachee and sponsor - in which the coach ensures that the sponsor clearly articulates the change they wish to see, and the checks that the coachee is clear on what is being asked for, and is up for this. The coach should also assess whether this can be delivered through coaching, or may be better delivered by some other intervention. The goal is an agreed contract between the three parties where all players have equal power and an equal stake in the outcome.

I'm in agreement with Amy and Deborah and subscribe to the Gestalt change concept the ‘paradoxical theory of change’ (Beisser 1970) whose proposition is “change occurs when one becomes what he is, not when he tries to become what he is not. Change does not take place through a coercive attempt by the individual or by another person to change him, but it does take place if one takes the time and effort to be what he is — to be fully invested in his current positions”