How can you help others overcome resistance to change in coaching and mentoring?

Nas sess?es de coaching, como aconselha a ICF-Internacional Coaching Federation, a posi??o do Coach é de foco em solu??es e sempre olhando para o FUTURO. Diferentemente da posi??o dos terapeutas e psicólogos, o coach n?o terapeuta, como aconselha a ICF, n?o deve fazer perguntas que remetam seu coachee ao passado. Somente os especialistas profissionais podem tentar identificar os “porquês”, as raz?es que impedem o indivíduo de progredir em um processo de mudan?a. Dessa forma a ICF aconselha nunca usar o “porque” que remeta seu coachee ao passado: Por que você n?o consegue fazer a mudan?a que você deseja? Essa pergunta trás as barreiras internas do seu coachee. Somente psicólogos experimentados podem lidar com esse tipo de situa??o.

In career transition and mobility consulting, resistance is common because most of the people are casualties of corporate restructuring. In simple terms, they are experiencing a layoff or preparing to find a new role before it happens. This is naturally a stressful and challenging situation. My goal is to get an understanding of what they're looking for, helping them manage their expectations and ensure accountability. I do notice behavior patterns of those who are most successful vs. those who may have a harder time. There are naturally feelings of anxiety, avoidance and fear. My role is to help them address and reframe their feelings or limiting thoughts to align with their desired outcome.

for anyone who is being coached, the basic premise must be ‘there is willingness’ to learn and a lack of skills …. That is there is be an attitude of wanting to learn and change... For any reasons that this attitude of change is negative like fear, distrust and other personal attributes, then coaching should be put on hold till that attitude ‘barrier’ can be overcome thru ‘relationship’ building succeeds to enable effective coaching conversation..

The only constant thing in life is change. Through coaching and mentoring, we can help others overcome the resistance to change by first listening to their concerns and helping them to remove their uncertainties. As humans, we have a negative bias and any change is often seen first as a threat! By understanding and preparing them for the change, they will be less fearful and be open to the idea that change may not necessarily be a bad thing. By providing a safe space and asking them questions to help them express their thoughts and understand their resistance, this will help them be open to the idea of change. Change is never easy but if there is support, it will always be easier.

Active listening is essential to break down the walls of resistance in these scenarios. The best thing you can do is ask open-ended questions of the person who is resisting to give them the opportunity to talk in an unfiltered way, without any set parameters. Ask as many WHY? questions as you can to facilitate this open conversation. Show that you're listening actively by re-phrasing what you hear in answers back to them. These open-ended questions and active listening will help you to isolate the root cause of resistance to change. Once you've identified the root cause, you can more easily diagnose the proper solution. If you aren't empathetic and truly listen, you'll have no chance to do this diagnosis.

Nas sess?es de coaching, como aconselha a ICF-Internacional Coaching Federation, a posi??o do Coach n?o é dar palpites e sim criar uma estrutura para que o próprio coachee possa descobrir que tem for?a interior para superar suas barreiras de forma PRáTICA. Magic Button. Para come?ar leve seu coachee para uma posi??o de foco em solu??es, diga em tom n?o impositivo, mas sim para levá-lo a um estado de empoderamento: “Imagine por um momento que um furac?o passou na sua vida e levou junto todos os problemas que impedem sua mudan?a e você está totalmente livre e desimpedido, sem nada para te atrapalhar.” Na sequência usando o modelo BE DO GET, ele responde uma pergunta de cada vez. Use o Backtraking em cada uma delas. Ele anota as respostas.

One thing I've found helpful is meeting the person where they're at. Some candidates or clients are already interviewing. Others may not be sure how to get started beyond their resume revision. Where I step in is to help guide them in the next steps. My aim to directly address obstacles and see the opportunity. Also, I like to redirect rumination so the focus can be on getting results. There can be space to vent but for impactful outcomes we must address challenges head on. More often than not, mindset can be a huge factor in how well a candidate or client navigates their career transition. It helps to celebrate micro-wins and track progress to keep momentum going. Many people don't take time to acknowledge their own progress.

I’ve found that evoking awareness through empowering questions and intuitive listening is one way to help people overcome resistance to change. The fear of something new, uncertainty about the impact of the change, and feeling caught off guard are all valid responses when dealing with change. Getting to the core of these thoughts and beliefs by partnering with clients, creating mutual trust, and earning the right to challenge their presumptions creates more empowering thoughts and ideas. From there, the client and I explore possibilities that will identify the rewards they want and motivate them to create a plan to move forward.

In the work I do, I offer the candidate accountability, access to career resources and answer their questions as a consultant. The candidate is fully responsible for their return on intention in their career transition journey. The approach I have is to go over foundational elements of their career search plan. Afterwards, the candidate determines the focus. We partner in terms of accountability and I take more of a consultative approach in transition work given time constraints. However, I do coach leaders as well in regards to executive presence and establishing rapport in expanding their networks.

1. Involving them in the process is Step 1. When you begin with collaboration, you are communicating that you value their experience and perspective. This eases the stress response that comes with change. They are active players in shaping their change process. It allows your mentee to 2. Understand reasons for change from a place of familiarity and understanding. 3. Visualize the impact and benefits of change based on their goals. 4. Create a transition plan that considers their resources and daily life. 5. Trust your guidance and example. 6. Review and reflect in a way that maximizes learning and growth.

Supporting your mentees through transition is essential in overcoming resistance to change. Make sure to create a safe space where they can express their concerns without judgment. Listen actively to understand their unique challenges and emotional triggers. Tap into your emotional intelligence to empathize and build trust. Then, help them identify what is within their control and what isn't. Provide them with tools and frameworks for managing change and encourage incremental steps. Finally, celebrate small wins to boost morale. During regular check-ins, discuss progress, re-evaluate action plans, and adjust strategies as needed.

When applicable, I emphasize the importance of resilience. In addition, I do share what has worked for other candidates and also relate to their experiences. I celebrate their wins, offer solutions when the process is stagnant. I offer empathy as someone who has also been laid off. I question their limiting beliefs and help them redefine what is in their realm of possibility. Often times, people have many competing priorities and can get off track. My mission is to not dwell on what doesn't work but highlight what does so they can get back on track. Life happens and I encourage the candidates to do what offers them joy so they have synergy between the search and their solace.

When overcoming resistance to change, leading by example is pivotal. As a mentor or leader, ensure you're the first to adopt the new practices or mindsets you're advocating. Demonstrate a positive attitude towards the change and openly share your good and challenging experiences. This provides a real-world example for your mentees, making the transition less abstract and more approachable.

My hope and intention of every session is for the candidate to learn something and have a key takeaway. The same goes for the content I share on LinkedIn. Towards the middle and end of a program (assuming the program is long enough), the sessions are dedicated to reflect on progress, changes in priority and next steps. Coaching is a future focused process which aligns well with my strengths as a coach and consultant. Towards the end of a program, I also ask for feedback on how I can improve and what was most helpful from the resources offered along with working with me. If the candidate is successful, I ask them to share advice they'd offer the other candidates who are still looking or have challenges around networking. Its very helpful!

Leading with a mask is a joke. Joking with a mask is joy. The difference is clear. The difference is authenticity Authenticity is like sensual sex. The concept is sooooo misunderstood. Here's what authenticity means: 1.? Aligning with your values, especially through change in an organization. 2. Showing up, with openness, and living your life honestly, especially at the office. Simple to understand, not so easy to do... Just like sensual sex... Soooo misunderstood... Why? Answer: Most people fake it, even when they make it... Sad but true. How do live with authenticity in the midst of change at work? What's your secret sauce for navigating change authentically at the office?

I try to communicate to my clients that change is inevitable like fighting sleep--you end up doing more damage than if you prepare for it and see it as a necessary part of life. Of course, tolerating change and embracing it are two different things. But if you reason that there are some changes that are within your control, it might not seem as scary to face them. Another tool I use is the "it's all made up" approach to change which basically assumes that everything we imagine is going to happen, whether good or bad, is all made up. Nobody can really predict the future, so why not imagine a positive one instead. Sometimes that's enough to put people's minds at ease.