Hints and Tips

A section devoted to giving you advice and sharing tips on best practice. You can search the Coaching at Work archives by using the search box on the left.

HOW TO… effectively engage coaching sponsors

By Jane Adshead-Grant What kind of relationship should we have with the executive sponsor of a client? Is it safe to take a brief from the boss? Here we examine three ways

HOW TO… build effective relationships with your boss

By Barbara Moyes A major reason why people leave their jobs is because they don’t get on with their boss. So coaching employees in how to work more effectively with their

HOW TO… promote and market your coaching services

This fourth article in the series considers the in-person marketing approaches you can use to get your coaching business known to potential clients Part four: Getting your name known Unless you are starting your coaching business with a ready-made list of contacts, you will need to make yourself and your services known to potential clients and referral sources. There are myriad ways to do it. In this article, we’ll look at some of the main ones and which approaches work best for coaches setting up on their own (McMahon, Palmer & Wilding 2006). Clients will hire you as their coach if they believe you have the skills and capabilities to help them solve their problem and they trust they can work with you to achieve it. Consequently, clients who are going to hire a coach are likely to prefer ‘in-person’ marketing approaches that give you the opportunity to demonstrate your understanding of the client’s challenges and your capabilities. This also allows you to show your personality and develop a relationship.

How to… set up and develop a successful coaching practice

By Gladeana McMahon and Antoinette Oglethorpe This second article in the series identifies the decisions you need to make about whether your coaching practice will be full-

Toolbox – tried and tested

A new, occasional column, in which readers share tried and tested tools they’ve invented or adapted. This issue, Eve Turner shares her lift analogy. Looking out, not looking


By Gladeana Mcmahon and Antoinette Oglethorpe This is the first in a series of articles aimed at helping coaches deal with the variety of factors associated with setting up


By BARBARA ST.CLAIRE-OSTWALD Like any other generational group, Gen Y is uniquely shaped by its historical context. It is only by understanding, respecting and addressing such generational differences in the working environment, that coaches can establish a successful relationship. There is no consensus on the exact birthdate of Generation Y (Gen Y), but various publications and research studies give it as between 1982 and 2002 (Baby Boomers: 1946-1963, Gen X: 1963-1977 and late Gen X: 1977-1982). Each generational group has a distinct set of values: how they view authority, their orientation to the world, loyalty, expectations of their leadership and ideal work environment. Each is uniquely shaped by its historical context. These formative influences have enduring effects and bring something new to the workforce, underscoring our need to understand, respect and regularly address generational differences in working practices. Gen Y at work A major challenge is an apparent mismatch between what employers want – and the world can offer – and what Gen Y want to do

Diversity Awareness Ladder

Coaching at Work road-tests the Diversity Awareness Ladder One step at a time 1 The tool What is it? Created by David Clutterbuck, the Diversity Awareness Ladder helps clients

Road tests : It’s what you make it.

Coaching at Work road-tests the personality-based assessment tool Risk-Type CompassTM It’s what you make it. The tool What is it? The Risk-Type Compass™ is a personality-based

Myth buster: Choice words

Aboodi Shabi Life is full of possibilities, but what if your client disagrees? Is it your job to ‘fix’ them? Or is it more productive to ‘meet’ them in their stuckness? A

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