DOCSLIB.ORG

Coaching Through Structural Unemployment

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Coaching Through Structural Unemployment WHAT ARE THE IMPLICATIONS FOR COACHES? BIASES CLIENTS HAVE TO OVERCOME The world is full of possibilities for coaches to support and enable Many clients face the bias of HR recruiters who are looking for clients to thrive in a VUCA (volatile, uncertain, complex and experience, preferably in the same industry. What recruiters often ambiguous), post-Covid-19, ‘new-norm’ world, where disruption and neglect to do is probe into the transferability of certain skills and high speed of change are givens. attributes. For example: If we were to adapt the principles Sun Tzu outlines in The Art of War • Agility (which includes the ability and speed of unlearning and to strategic management, we will find that many of us are practising re-learning), resilience (ability and speed of bounce-back) and IMPACT COACHING the following principles. grit (courage and resolve; strength of character). 1. Know yourself • Data literacy (from analytics to working with technology- enhanced processes, products and services). Knowing yourself is the first principle of emotional intelligence. It is about self-awareness and self-management. Leveraging our • Openness and appetite for learning (a growth mindset that strengths and modelling lifelong learning ourselves will go a long embraces lifelong learning). way to inspiring clients who are facing challenges in transitioning • Flexibility and adaptability; emotional and cultural intelligence into a new work-life situation. As coaches, we need to recognise (including awareness of unconscious biases and their effect on the space that we are best placed in. There are many ways to help, decision making). and we can intervene at different levels and with different types • Creativity, risk taking, entrepreneurship and innovation of businesses. The key to success is to identify the space you are (including the need to balance paradoxes, compete and passionate about playing in, the one that matches your values and collaborate). strengths, then to hone your playbook. 2. Know the other These attributes apply to countries, organisations, institutions, Just as it’s important to know yourself, it is equally important to groups and individuals. They speak to the need for T-shaped human know your clients and stakeholders. We need to understand their capital development.3 needs and wants, what drives them, the lenses through which they A major challenge in coaching for structural unemployment is view and interpret the world, and what they really care about and supporting clients who face biases in the recruitment process. COACHING THROUGH fear. This will help target our interventions appropriately. Depending on location, coaches and clients can face challenges STRUCTURAL UNEMPLOYMENT 3. Know the climate and terrain relating to age, race and gender. It is all about context and timing – understanding geographical Coaches need to commit to being there for their clients in the long influences, the wider environment and cultural forces. All of this haul. Re-employment is akin to running a marathon, and there are Eliza Quek reflects on how Singapore has responded to the pandemic helps us consider when a client is ready for help and how fertile the more downs than ups in the process of job search and placement. and explores how coaches can support clients who are seeking new ground is for you to support them through work-life transitions. An optimistic and robust mindset for both coach and client makes all the difference. employment opportunities. TECHNIQUES RELEVANT TO COACHING THROUGH STRUCTURAL UNEMPLOYMENT PESTEL analysis (political, economic, socio-cultural, technological, ABOUT THE AUTHOR environmental and legislative forces and how they interact to THE SINGAPORE STORY We too have suffered the disruption of the pandemic and are using produce specific contexts) enables coaches to identify trends, this time to invest in gearing the workforce for smart-city sustainable anticipate changes and put in place risk management and risk In the Little Red Dot, as Singapore is sometimes casually referred mitigation plans for their practices. This in turn will position coaches 1 lifestyle and work opportunities. There is the inevitable mismatch to , we have had to weather massive disruption to economic to enable clients to thrive in a VUCA world. development ever since the country declared independence of skills between the PMET (professional, managerial, executive and from Malaysia in 1965. It explains the country’s low score in the technicians) workforce and industry demand. In digitally savvy nations, coaches are able to be ‘on tap’, coaching uncertainty avoidance index of the Hofstede model of national I have had the privilege of working on government-funded schemes ‘just in time’ and ‘on the go’. Mobility and the use of AI is being culture2 and the government’s proactive culture. We surf the through the Singapore Management University, facilitating adopted by some practices. tsunamis of displacement and reinvention and it is in Singapore’s professional conversion, business digital transformation and Design thinking is another discipline that enables coaches to Eliza is an international, cross-culturally sensitive organisation and DNA to anticipate and be reasonably prepared to cope with the internationalisation of SMEs (small- and medium-sized enterprises). understand the personas of different clients caught in structural leadership development consultant, mentor and executive coach based unknown. As a society, Singapore is content with living by Murphy’s Coaching and mentoring teams on adding value to SMEs is part of unemployment. For some, displacement is an opportunity to pivot in Singapore. She trains mentors and mentees in mentoring partnership; Law – anything that can go wrong, will go wrong. the remit, as PMET workers undergo career transitions caused by towards entrepreneurship and rethink climbing the greasy pole mentors project teams in adding value to small- and medium-sized Crises bring out the best or worst in us, and in Singapore’s case I am structural unemployment and recessionary conditions. of corporate careers. Others may manage multiple careers with a enterprises; and coaches C-suite and senior leadership in brand proud to say that the pandemic and ongoing economic crisis have diversity of revenue streams, for example complimenting a primary development, entrepreneurial thinking and collaborative innovation. resulted in innovative solutions, driving technological developments 1. Derived from how the country is sometimes depicted on world maps. The income stream as a gig-economy worker. She integrates 360⁰ results with other psychometric instruments to enhance personal effectiveness. Eliza is former chair, research, and across various facets of life. phrase is used with a sense of pride, embodying how the tiny island state Whatever the outcome, design thinking enables coaches to leverage punches above its weight in global rankings. current first vice president of Asia Pacific Alliance of Coaches (APAC). CRM (customer relationship management), enabling them to apply The largely compliant population enables speedy execution of 2. Professor Geert Hofstede’s model ranks countries on six cultural dimensions. policies and accounts for our relative success in strategic execution. The uncertainty avoidance dimension looks at the extend to which societies customer journey mapping to their practice. For example, the widespread utilisation of the Trace Together app to tolerate ambiguity and uncertainty. Singapore’s score of eight is the lowest 3. The vertical bar on the letter T represents the depth of related skills and of any country included in the index, showing a high level of openness to Coaches can use guided visualisation imagery to build strengths in expertise in a single field, whereas the horizontal bar is the ability to collaborate monitor spread of disease and Covid-19 vaccination roll out. uncertainty. For more information, visit hofstede-insights.com. clients undergoing traumatic and highly challenging transitions. across disciplines (wikipedia.org). 36 associationforcoaching.com APRIL 2021 | Issue 29 37.
Load more

Recommended publications
  • Going Home Again: a Family of Origin Approach to Individual Therapy
    Head Office 30 Grosvenor Street, Neutral Bay, NSW 2089 Ph: 02 9904 5600 Fax: 02 9904 5611 Coming to grips with family systems theory in a [email protected] collaborative, learning environment. http://www.thefsi.com.au Going Home Again: A family of origin approach to individual therapy The paper was originally published in Psychotherapy in Australia Vol.14 No.1 pp. 12-18. SYNOPSIS: Family therapy with an individual and the relevance of family of origin themes are not new topics in the psychotherapy world. However the richness and depth of Dr Murray Bowen’s family systems and multigenerational approach to working with an individual has only been given scant attention in the Australasian context. Bowen’s theory retains a strong following and solid research attention in parts of North America. In this article the author explores Bowen’s model as it is applied to individual psychotherapy. Distinctions are made with traditional individual therapy where the in-session therapeutic relationship is the vehicle for change in contrast to Bowen’s focus on the natural system of the client’s own family. To illustrate, a case example of the author’s own experience of family of origin coaching when grieving the loss of her parents will be described. This will illustrate the beginnings of reworking a narrow caretaking role amongst siblings to a more multidimensional role of welcoming help from others. The impact of this shift on the author’s clinical work will be explored. When a family systems framework is referred to in the psychotherapy field it is most often thought of as an approach to working with the family group to address a relational problem or a symptom in a child.
    [Show full text]
  • Salary Disparities Between Male and Female Head Coaches
    Salary Disparities Between Male and Female Head Coaches Salary Disparities Between Male and Female Head Coaches: An Investigation of the NCAA Power Five Conferences Alex Traugutt University of Northern Colorado Nicole Sellars University of Northern Colorado Alan L. Morse University of Northern Colorado 40 Traugutt, Sellars, and Morse Abstract Coaching salaries within intercollegiate athletics have increased tremendously over the past decade. This has led to continued and increased criticisms of current gender constructs within the NCAA and specifically the way in which coaches are compensated. The primary purpose of this study was to determine whether gender was a significant predictor of compensation for basketball coaches of men's and women's programs at the Division I level, while also assessing a variety of revenue and productivity variables. Results indicated that gender was not a statistically significant predictor of compensation. Rather, a host of revenue-specific variables were found to be the primary drivers of compensation for both male and female coaches. 41 Salary Disparities Between Male and Female Head Coaches Salary Disparities Between Male and Female Head Coaches: An Investigation of the NCAA Power Five Conferences Disparities in the wages paid to males and females have been well documented and publicized throughout history. These differentials have resulted in continued and increased criticisms of gender-based societal constructs. In the sport setting, while the earnings gap between men’s and women’s head coaches at the collegiate level is far from unique, little research focused on college basketball has been done to determine what influences these disparities. Consider the salaries paid to the University of Florida head basketball coaches Amanda Butler and Mike White.
    [Show full text]
  • Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations Shannon Yocum M.A., NBC-HWC University of Minnesota, Earl E
    The Journal of Values-Based Leadership Volume 12 Article 8 Issue 2 Summer/Fall 2019 July 2019 Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations Shannon Yocum M.A., NBC-HWC University of Minnesota, Earl E. Bakken Center for Spirituality and Healing, [email protected] Karen Lawson MD, ABIHM, NBC-HWC University of Minnesota, Earl E. Bakken Center for Spirituality and Healing, [email protected] Follow this and additional works at: https://scholar.valpo.edu/jvbl Part of the Alternative and Complementary Medicine Commons, Business Commons, and the Mental and Social Health Commons Recommended Citation Yocum, Shannon M.A., NBC-HWC and Lawson, Karen MD, ABIHM, NBC-HWC (2019) "Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations," The Journal of Values-Based Leadership: Vol. 12 : Iss. 2 , Article 8. Available at: http://dx.doi.org/10.22543/0733.122.1266 Available at: https://scholar.valpo.edu/jvbl/vol12/iss2/8 This Article is brought to you for free and open access by the College of Business at ValpoScholar. It has been accepted for inclusion in The ourJ nal of Values-Based Leadership by an authorized administrator of ValpoScholar. For more information, please contact a ValpoScholar staff member at [email protected]. Health Coaching Case Report: Optimizing Employee Health and SHANNON YOCUM MINNEAPOLIS-ST. PAUL, Wellbeing in Organizations MN, USA KAREN LAWSON MINNEAPOLIS-ST. PAUL, MN, USA Abstract Health and wellbeing of employees has a direct correlation to organizational performance. It is essential that organizations and successful leaders prioritize the health and wellbeing of all employees – from the C-suite to entry level positions.
    [Show full text]
  • Determining the Boundary Between Executive Coaching and Psychotherapy
    University of Pennsylvania ScholarlyCommons Master of Science in Organizational Dynamics Theses Organizational Dynamics Programs 5-20-2009 Determining the Boundary Between Executive Coaching and Psychotherapy Laura E. Strickler University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/od_theses_msod Strickler, Laura E., "Determining the Boundary Between Executive Coaching and Psychotherapy" (2009). Master of Science in Organizational Dynamics Theses. 25. https://repository.upenn.edu/od_theses_msod/25 Submitted to the Program of Organizational Dynamics in the Graduate Division of the School of Arts and Sciences in Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Advisor: William S. Wilkinsky This paper is posted at ScholarlyCommons. https://repository.upenn.edu/od_theses_msod/25 For more information, please contact [email protected]. Determining the Boundary Between Executive Coaching and Psychotherapy Abstract Accurate assessment of the boundary between executive coaching and psychotherapy is essential for a successful coaching experience. The similarities between the fields of executive coaching and psychotherapy present a challenge for coaching students who have yet to master the skills required to make the assessment and create a safe and appropriate environment in which a client may reach his or her goals. This thesis describes the similarities and differences of executive coaching and psychotherapy in order to define the working space shared by the two professions. It recommends skills for coaches that include the use of self, knowledge of the coach’s and the client’s level of self-awareness, and a basic understanding of psychology.
    [Show full text]
  • Personal Assessment Coaching Guide
    Personal Assessment Coaching Guide Center for the Army Profession and Leadership Fort Leavenworth KS October 2020 Table of Contents Document Overview ...................................................................................................................... 1 PART 1: THE ROLE OF THE COACH ....................................................................................................... 2 Coaching ........................................................................................................................................ 2 Coaching Fundamentals................................................................................................................. 2 What Coaching Is and Is Not .......................................................................................................... 3 Coach Presence ............................................................................................................................. 4 Communication ............................................................................................................................. 4 Speech Acts ................................................................................................................................... 6 Personal Awareness ...................................................................................................................... 6 Coaching Competencies and Activities ........................................................................................... 8 Coaching Competencies ................................................................................................................
    [Show full text]
  • Coaching Vs. Psychotherapy the Great Debate
    therapy alliance Even though they look similar, Reproduced with the permission of • Patrick Williams, Ed.D., MCC, tells us how coaching and therapy differ. COACHING PSYCHOTHERAPYvs. The Great Debate verywhere you turn these days, the question arises: what are It is helpful to understand that both coaching and therapy have the same the distinctions between coaching and psychotherapy? roots. Modern psychotherapy is the result of a hundred plus years of research The debate continues. My views, as a long time psychologist and contributions by some of the greatest minds in history. Carl Jung, and coach are expressed in the following. Alfred Adler, Carl Rogers and Abraham Maslow are antecedents to today’s therapy practice — and modern day coaching. Adler and Jung saw indi- choice E Coaching, for both life and corporate advancement, is the hottest trend viduals as the creators and artists of their lives and frequently involved to hit the self-improvement scene. As it racks up amazing success stories, their clients in goal setting, life planning, and inventing their futures coaching seems destined to stay, becoming one of the most powerful — all tenets and approaches in today’s coaching. In the mid twentieth personal and professional tools for sustained success. Yet, despite all century, Carl Rogers wrote his monumental book, Client Centered the hoopla and excitement generated by coaching triumphs, there rages Therapy, which shifted counseling and therapy to a relationship in which Magazine, www.choice-online.com behind the scenes a great debate that continues to plague both the coaching the client was assumed to have the ability to change and grow.
    [Show full text]
  • Confessions of a Psychologist-Turned-Coach By
    Confessions of a Psychologist-Turned-Coach By ILCT Founder Dr. Patrick Williams, MCC, BCC Several years ago, I made the daring decision to turn my therapy practice into a life coaching practice– and I’ve never looked back. I’m going to tell you my story. It’ll only take you a few minutes to read it in its entirety, and it’s very likely that you may see yourself in it. These are just a few of the things you’ll discover from reading my story: Why the coaching industry is booming -- and why helping professionals are the best positioned professionals to dominate this cutting-edge – and lucrative industry How my coaching practice went global – and how my income reached new heights How you, as a helping professional, can get paid handsomely for doing what you've been doing for years How to Practice Psychology's Superior Purpose through Life Coaching It was the Spring of 1995. I had spent the last 16 years of my life as a clinical psychologist, and I was reflecting on my career. I had what most would consider a successful practice with a steady stream of clients. But something was missing. The passion that had initially attracted me to the mental health profession was nowhere to be found. The truth was, I was exhausted and drained from dealing with problem patients. I was buried under mountains of bureaucratic paperwork, and annoyed by the managed care issues I had to deal with. Burnout was a term too mild to describe what I was experiencing.
    [Show full text]
  • Job Coaching: a Means to Reduce Unemployment and Underemployment in the Deaf Community
    CORE Metadata, citation and similar papers at core.ac.uk Provided by Western Connecticut State University: WestCollections - digitalcommons@wcsu JADARA Volume 28 Number 4 Article 7 October 2019 Job Coaching: A Means to Reduce Unemployment and Underemployment in the Deaf Community Pamela J. Belknap none Kimberly A. Korwin Nancy M. Long Follow this and additional works at: https://repository.wcsu.edu/jadara Recommended Citation Belknap, P. J., Korwin, K. A., & Long, N. M. (2019). Job Coaching: A Means to Reduce Unemployment and Underemployment in the Deaf Community. JADARA, 28(4). Retrieved from https://repository.wcsu.edu/ jadara/vol28/iss4/7 Belknap et al.: Job Coaching: A Means to Reduce Unemployment and Underemployment JOB COACHING: A MEANS TO REDUCE UNEMPLOYMENT AND UNDEREMPLOYMENT IN THE DEAF COMMUNITY Pamela J. Belknap^ Kimberly A. Korwin Nancy M. Long^ Historically, vocational rehabilitation approaches to assisting deaf people to succeed In employment have been lacking. This contributes to unemployment and underemployment among the deaf community. This article discusses barriers to employment experienced by deaf people, the traditional role of vocational rehabilitation services, and service gaps related to job retention and advancement. A model for the provision of job coach services is provided that cails for the coach to be a member of a team providing routine ongoing services. Current and future efforts to develop coach training opportunities are described as well. Deaf people, like persons with other types of disabilities, have historically not fared well in employment (Bullis, 1988; Christiansen & Barnartt, 1987; Long, 1994; Long & Davis, 1986; Passmore, 1983). Christiansen (1982) reported that the employment rate of deaf people has typically lagged behind that of hearing people.
    [Show full text]
  • Psychometrics in Coaching: Using Psychological and Psychometric Tools for Development Pdf, Epub, Ebook
    PSYCHOMETRICS IN COACHING: USING PSYCHOLOGICAL AND PSYCHOMETRIC TOOLS FOR DEVELOPMENT PDF, EPUB, EBOOK Jonathan Passmore, Association for Coaching | 440 pages | 28 Jan 2013 | Kogan Page Ltd | 9780749466640 | English | London, United Kingdom Psychometrics in Coaching: Using Psychological and Psychometric Tools for Development PDF Book See details for additional description. About Envisia Learning Envisia Learning has been helping leaders, consultants and coaches deliver real and lasting behavior change in organizations for over 25 years. In this series we wanted to offer evidence-based and practically focused writing that helps coaches to develop their coaching practice. The relationship between scores on a psychological test and an outcome is referred to as criterion-related validity. It is based on a model that describes personality in positive, nonthreatening terms, enabling coachees to appreciate their strengths while recognizing the value of personality types different from their own. Librarian view Catkey: The profiling approach is most commonly applied with those clients who are looking for a new direction or to resolve a particular issue that is impacting on their life or career. Jonathan Passmore. Marianetti, O. This is particularly important when feedback is critical. Situational factors such as mood swings, distraction through interruptions such as emails or mobile phones, or even nutritional habits have not yet been researched enough at work but have been recognized in other fields. That can be achieved by using Personality Trait-based assessments. He works with CEOs and senior executives in North and South America, Europe, Australia and Asia to develop values-driven organizational cultures that strengthen financial performance, build cultural capital and support sustainable development.
    [Show full text]
  • Referring a Client to Therapy: a Set of Guidelines
    Referring a Client to Therapy A SET OF GUIDELINES ©International Coach Federation. April 2018. REFERRING A CLIENT TO THERAPY: A SET OF GUIDELINES 1 This guide is a resource for coaches to understand when and how to refer a client to a mental health or other helping professional when the client’s needs are outside a coach’s competencies. The goal is to help coaches recognize and know how to manage a client who has a mental health issue that goes outside the scope of coaching. The role of the coach is to co-create with the client opportunities for seeking professional help when appropriate. The following guidelines are based on the expert opinions of mental health professionals and coaches from Australia, Canada, South Africa, the Netherlands, and the United States about how to know when someone may be developing a serious mental health issue and how to refer the person to a mental health professional. These guidelines are a general set of recommendations about how you can help someone who may be experiencing a mental health issue. Each individual is unique and it is important to tailor your support to that person’s needs. These recommendations will not be appropriate for every person. The guidelines are designed for providing assistance in developed English-speaking countries and may not be suitable for other cultural groups or those in countries with different health systems. We are launching this first version set of guidelines as a pilot, and your feedback is important. As a way to engage the global community and to improve the guide for coaches, we invite feedback from users.
    [Show full text]
  • An Interpretative Phenomenological Analysis of the Coach and Coachee’S Experience of Psychometrics in Coaching
    “It can be Life-Changing”; an Interpretative Phenomenological Analysis of the Coach and Coachee’s Experience of Psychometrics in Coaching Tina Buckle, Tina Buckle Consulting, 07711 625428 Contact Email: [email protected] Abstract This research explores the coach and coachee’s experience of psychometrics in coaching with specific reference to the conversation and the relationship. Three coaches and three coachees were recruited and IPA informed the data collection and analysis. The results indicate that psychometrics affect the speed at which issues are accessed, the depth at which coach and coachee work and the nature of their discussions. The relationship emerges as the most critical aspect of the coaching and potentially a pre-requisite to the introduction of a psychometric. Participants highlight the potential for coaches to require knowledge and skills that are currently neither provided in coach training nor in psychometrics training. The implications for the coaching profession, training providers, the psychometrics industry, and for those employing coaches are discussed. Keywords: Experience, Coaching, Psychometrics, Conversation, Relationship Introduction The use of psychometrics in coaching is widespread and rising (Passmore, 2008), receiving increased attention in the literature. McDowall & Kurz, (2007) suggest that the ‘skilful use… [of psychometrics]…can add value to any coaching process’ (p. 301). This bold claim goes to the heart of this study. Over the last ten years, I have trained in a variety of psychometrics which I use within my coaching practice by agreement with the coachee. Anecdotally, a range of views appear to exist concerning the use of psychometrics in development generally and in coaching in particular.
    [Show full text]
  • Coaching Skill #3—Self-Awareness Module 5
    Module 5 Coaching Skill #3—Self-Awareness Goals ■ To raise participants’ awareness of the judgments and assumptions they make about direct- care workers and how these assumptions may prevent them from (a) seeing the whole picture when a problem arises and (b) developing a positive relationship5 with the worker. ■ To explore personal styles, particularly as they relate to how individuals communicate and understand and react to situations. ■ To have participants identify their personal styles and recognize how differences in style may affect supervisory interactions. Time 1 hour, 30 minutes Training Activities Methods Time 5.1 Role Play: Calling Out Role play, discussion 20 minutes 5.2 Personal Styles Inventory Interactive presentation, large- 70 minutes group exercise Supplies ■ Flip chart, easel, and markers ■ Masking tape, rope (optional; Activity 5.2) Handouts ■ Handout 20: “Role Play—Calling Out” (7 pages) (2 versions: residential and home care) ■ Handout 21: “Personal Styles Inventory ”(3 pages) Advance Preparation Review the seminar materials for each activity. COACHING SUPERVISION: INTRODUCTORY SKILLS FOR SUPERVISORS IN HOME AND RESIDENTIAL CARE 5.1 Module 5: Coaching Skill #3—Self-Awareness Activity 5.1 Make three copies of Handout 20, “Role Play—Calling Out” (choose residential or home care focus, as appropriate). Arrange chairs in a semicircle to create a stage area, with one chair at center stage. Activity 5.2 Make copies of Handout 21, “Personal Styles Inventory” for all participants. 5.2 COACHING SUPERVISION: INTRODUCTORY
    [Show full text]