By Laura Whitworth, Henry Kinsey-House, Phil Sandahl, John Whitmore
With the 1st variation of Co-Active training, Laura Whitworth and her pioneering co-authors set the level for what has turn into a cultural and enterprise phenomenon, and helped release the pro perform of training. Their versatile Co-Active training version has stood the try out of time as a transformative verbal exchange procedure that co-workers and teammates, managers, lecturers, and scholars can use to construct powerful and collaborative relationships. during this re-creation, the authors replicate present day fact of the way training has moved past its preliminary specialize in existence talents to turn into a vital part of an organization's toolkit for constructing leaders. Already used because the definitive source in dozens of company improvement courses, Co-Active training has been up to date to incorporate the newest terminology and numerous clean training examples drawn from the authors' firsthand stories with millions of foreign training trainees and consumers. The power-packed Coach's Toolkit has been increased to incorporate greater than 35 workouts, questionnaires, checklists, and reproducible kinds. And a CD containing pattern audio training periods, and printable varieties from the Toolkit, were additional to make those confirmed rules and methods practical.ContentsAbout the CDPrefaceAcknowledgmentsIntroductionPart I: Co-Active training Fundamentals1 The Co-Active training Model2 The Co-Active training RelationshipPart II: Co-Active training Contexts3 Listening4 Intuition5 Curiosity6 ahead and Deepen7 Self-ManagementPart III: Co-Active training ideas and Practices8 consumer Fulfillment9 purchaser Balance10 customer Process11 Integration, software, and VisionThe Coach's ToolkitAppendix A: Organizational effect of Co-Active CoachingAppendix B: training the group, the association, or the RelationshipAppendix C: Ethics and the pro CoachGlossaryAbout the AuthorsIndex
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Extra info for Co-Active Coaching: New Skills for Coaching People Toward Success in Work and, Life
These three levels give the coach an enormous range and, ultimately, the ability to listen at a very deep level. 33 34 | CO - AC T I V E COAC H I N G Level I—Internal Listening At Level I, our awareness is on ourselves. We listen to the words of the other person, but our attention is on what it means to us personally. At Level I, the spotlight is on “me”: my thoughts, my judgments, my feelings, my conclusions about myself and others. Whatever is happening with the other person is coming back to us through a diode: a one-way energy trap that lets information in but not out.
COACH: That’ll work out. The mess is temporary. Don’t let it distract you from the real issue—maintaining momentum. Client: This feels like more than a little distraction. COACH: I’m sure you can explain why this is so important. In the meantime, let’s get back to your proposal. Client: Okay. If you’re sure . . Clearly, the coach is listening at Level I—paying more attention to his own judgments and opinions and driving his own agenda. The point 35 36 | CO - AC T I V E COAC H I N G of this example is not which course of action is correct for this client but where the coach is focusing his attention.
In everyday listening, we listen mostly to the words. The focus is on what you said and what I said. ” Or we hear the words and then disconnect from the conversation while we process the words internally. We start thinking about what we’ll say next. We look for a comparable story—or one that’s just a little more dramatic: “You think that was scary, let me tell you about the time I . ” We get caught up in our own feelings; we take things personally; we listen at a superficial level as we evaluate and judge what the other person is saying.