Category Archives: Coaching

Some questions to help inform your life

REFLECTIONS : Some questions to help inform your life

 

A year from now you will wish you had started today.

— Karen Lamb

“They always say time changes things, but you actually have to change them yourself.”

– Andy Warhol

 

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The aim of these questions is to help stimulate insights and/or to help provide a new perspective.

 

  1. What are my core values and drivers right now?
  2. Who am I becoming?
  3. What am I settling for?
  4. Where do I focus my attention?
  5. How am I using my gifts?
  6. What would I like to learn right now
  7. What am I holding onto that I no longer need?
  8. How much time do I spend with people who inspire me?
  9. How much time do I spend with people that drain me?
  10. What would I do if I knew I couldn’t fail?
  11. How can I be happy in my career?
  12. How can I be sure that my relationship with my family is an enduring     source of happiness?
  13. How can I live my life with integrity?
  14. What one thing could I change for the better right now?
  15. Who do I need to speak to or seek help form to achieve any desired change(s)?
  16. How will I know that I have achieved a specific change?
  17. Do I need to prioritise or sequence these changes?
  18. Is there another question I want to ask to inform my thinking?

 

 

Putting it together (considering importance right now to you and interdependencies).

 

Questions What does this mean for me? What will I do?
What are my core values and drivers right now?

 

Who am I becoming?

 

What am I settling for?
Where do I focus my attention?
How am I using my gifts?

 

What would I like to learn right now?

 

What am I holding onto that I no longer need?

 

How much time do I spend with people who inspire me?

 

How much time do I spend with people that drain me?

 

What would I do if I knew I couldn’t fail?

 

How can I be happy in my career?
How can I be sure that my relationship with my family is an enduring source of happiness?
How can I live my life with integrity?
What one thing could I change for the better right now?

 

Who do I need to speak to or seek help from to achieve any desired change(s)?

 

How will I know that I have achieved a specific change?

 

Do I need to prioritise or sequence these changes?

 

Is there another question I want to ask to inform my thinking?

 

WHAT HAVE I LEARNED FROM CONSIDERING ALL OF THESE INSIGHTS?

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“The best thing you can do is the right thing; the next best thing you can do is the wrong thing; the worst thing you can do is nothing.” -Theodore Roosevelt

 

You’re braver than you believe, and stronger than you seem, and smarter than you think.” –A.A. Milne

 

THINKING LIMITATIONS

DECISION MAKING INSIGHTS

RULES OF LIFE

CRITICAL THINKING – discover your thinking style

 

CLOUD LIGHT WEB

Peter Cobbe coaching

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View Peter Cobbe's profile on LinkedIn

  • NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the  Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
    I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”Specialties: Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • Senior Executive mentoring
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left? 

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

For a free exploratory discussion on 1 to 1 or GROUP learning/coaching sessions contact me on:

cobbep@gmail.com

or

via  my Linked In Profile

View Peter Cobbe's profile on LinkedIn

RULES OF LIFE

CLOUD LIGHT WEB

Cherie Carter-Scott’s rules of life – an interesting perspective

Dr. Cherie Carter-Scott achieved her PhD in human and organisational development and for the nearly 30 years has been an international lecturer, consultant and author.

Carter-Scott’sook ‘If Life Is A Game, These Are The Rules’ is essential reading if you are interested in behaviour, relationships, communications, and human personality.

Cherie Carter-Scott’s rules for life – also known as ‘The Ten Rules For Being Human’ and referenced in her book  with Jack Canfield: ‘Chicken Soup For The Soul’ – are a map for understanding and pursuing personal development, and for helping others to understand and develop too.

‘If Life Is A Game, These Are The Rules’ is also commonly referenced book in the life-coaching industry.

Here is a brief summary and explanation of Cherie Carter-Scott’s ‘rules of life’.

(Carter Scott references this quotation:) 

“Life is a succession of lessons which must be lived to be understood.” (Helen Keller)

Rule One – You will receive a body.

Whether you love it or hate it, it’s yours for life, so accept it. What counts is what’s inside.

Rule Two – You will be presented with lessons.

Life is a constant learning experience, which every day provides opportunities for you to learn more. These lessons specific to you, and learning them ‘is the key to discovering and fulfilling the meaning and relevance of your own life’.

Rule Three – There are no mistakes, only lessons.

Your development towards wisdom is a process of experimentation, trial and error, so it’s inevitable things will not always go to plan or turn out how you’d want. Compassion is the remedy for harsh judgement – of ourselves and others. Forgiveness is not only divine – it’s also ‘the act of erasing an emotional debt’. Behaving ethically, with integrity, and with humour – especially the ability to laugh at yourself and your own mishaps – are central to the perspective that ‘mistakes’ are simply lessons we must learn.

Rule Four – The lesson is repeated until learned

Lessons repeat until learned. What manifest as problems and challenges, irritations and frustrations are more lessons – they will repeat until you see them as such and learn from them. Your own awareness and your ability to change are requisites of executing this rule. Also fundamental is the acceptance that you are not a victim of fate or circumstance – ‘causality’ must be acknowledged;that is to say: things happen to you because of how you are and what you do.

To blame anyone or anything else for your misfortunes is an escape and a denial;you yourself are responsible for you, and what happens to you. Patience is required – change doesn’t happen overnight, so give change time to happen.

Rule Five – Learning does not end.

While you are alive there are always lessons to be learned. Surrender to the ‘rhythm of life’, don’t struggle against it. Commit to the process of constant learning and change – be humble enough to always acknowledge your own weaknesses, and be flexible enough to adapt from what you may be accustomed to, because rigidity will deny you the freedom of new possibilities.

Rule Six – “There” is no better than “here”.

The other side of the hill may be greener than your own,but being there is not the key to endless happiness. Be grateful for and enjoy what you have, and where you are on your journey. Appreciate the abundance of what’s good in your life,rather than measure and amass things that do not actually lead to happiness. Living in the present helps you attain peace.

Rule Seven – Others are only mirrors of you.

You love or hate something about another person according to what love or hate about yourself. Be tolerant; accept others as they are, and strive for clarity of self-awareness;strive to truly understand and have an objective perception of your own self, your thoughts and feelings.Negative experiences are opportunities to heal the wounds that you carry. Support others, and by doing so you support yourself. Where you are unable to support others it is a sign that you are not adequately attending to your own needs.

Rule Eight – What you make of your life is up to you.

You have all the tools and resources you need.

What you do with them is up to you. Take responsibility for yourself. Learn to let go when you cannot change things.

Don’t get angry about things – bitter memories clutter your mind. Courage resides in all of us – use it when you need to do what’s right for you. We all possess a strong natural power and adventurous spirit, which you should draw on to embrace what lies ahead.

Rule Nine – Your answers lie inside of you.

Trust your instincts and your innermost feelings, whether you hear them as a little voice or a flash of inspiration. Listen to feelings as well as sounds. Look, listen, and trust. Draw on your natural inspiration.

Rule Ten – You will forget all this at birth.

We are all born with all of these capabilities – our early experiences lead us into a physical world, away from our spiritual selves, so that we become doubtful, cynical and lacking belief and confidence.

The Ten Rules are not meant to be commandments; they are universal truths that apply to us all. 

Aspire to be wise – wisdom the ultimate path of your life, and it knows no limits other than those you impose on yourself.

Click here for : BOOKS BY CHERIE CARTER-SCOTT

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THE GROW COACHING MODEL

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 The GROW Model 

The GROW acronym suggests that a coach using the GROW model is likely to start by asking the client to set goals, both for what they want to get out of the coaching sessions as a whole and for each individual session.

It is described in a number of coaching books, including John Whitmore’s excellent
book “Performance Coaching”.

Using the GROW Model, the coach will begin the discussion by asking the client to define the topic in order to understand what specifically the client wants to talk about, the scale of the challenges they face, the importance and emotional significance of the topic to the client and the client’s long-term vision or goal.

Most coaches will encourage clients to set goals which are SMART (Specific, Measurable, Agreed, Realistic and Time-framed) the idea being that this will assist the client in focusing their thoughts and will also enable them to measure whether they achieve what they are aiming for in the long-term.

In the ‘Reality’ stage of the GROW Model the coach will assist the client in assessing objectively where they currently are in relation to their goal and how they feel about their current situation. This process of discovery is designed to allow the help the client clarify their goals better and as they begin to understand them more deeply what is driving them and what their sources of dissatisfaction are. In summary both coach and client encourage self-assessment and offer explicit examples to demonstrate their points and paint the most accurate picture of the topic as possible.

In the ‘Options’ stage of the GROW Model the idea is not to find a solution immediately, but to generate as many alternative courses of action as possible. Once a number of options have been identified the next stage will be to decide which one the client wants to put into action to help move them towards their goals. In this final ‘Will’ stage of the GROW Model the coach/client relationship is moving from discussion to conclusion and achievement.

The coach’s ultimate aim is assist the client identify goals, options and actions for themselves, including:

* What the client is going to do
* When the client will do it
* Whether it will help them meet their goals
* What difficulties might be faced and how they may be dealt with
* Who the client will tell and what support they may try to get to help in their actions
* Overall the GROW Model provides a helpful practical framework to assist clients set goals and move towards them.

The GROW Model is deservedly one of the best known and widely used coaching
models.

It provides a simple yet powerful framework for navigating a route through
a coaching session, as well as providing a means of finding your way when lost.

See John Whitmore’s excellent
book “Performance Coaching”.

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PORTFOLIO CAREER INSIGHTS

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Typical definitions of the portfolio approach include :

1. A portfolio career is the pursuit of more than one income source simultaneously, usually by applying the various skills you’ve developed throughout your career to different types of work. For example, you could combine consulting with part-time work, teaching at a local college and freelance writing. You could use your speaking and facilitation skills to lead workshops at companies or educational institutions. You could even develop your own product or service.

2. A Portfolio lifestyle involves a balanced lifestyle including earning your income from a variety of sources. For example, you might work on freelance contracts or as a part-time employee for several organisations, and perhaps also run a business.

  • In this way of working income is gained from several sources
  • It is popular with those who have specific skills that are in demand by different organisations.
  • At different times you might combine self-employment with, for example, short-term contracts or part-time, temporary or project work.
  • Each job adds skills and experience to your portfolio.
  • This type of work allows flexibility and can also be secure.
  • A balance can be struck between paid and unpaid work and an improved lifestyle

Working with several clients I have noticed that some attributes or qualities help to underpin success  including :

  • some risk tolerance and courage,
  • high self motivation and resilience ,
  • adequate personal finances
  • curious an interested in continuous personal development ,
  • good interpersonal , self marketing and networking skills,
  • seeking appropriate support from others
  • willingness to take on new challenges and
  • able to multi task.

Join the associated Linked In Group

Read the Free Portfolio Lifestyle magazine on FLIPBOARD

For coaching on all dimensions of developing and achieving a portfolio career/lifestyle contact me :
Peter Cobbe Coaching

This is the secret – the repertoire. You have to try to consolidate your repertoire. It is a big step if you know how to do that.  Cecilia Bartoli

A portfolio approach implies an ongoing , flexible and evolving journey. The components of your portfolio can change and evolve. Consolidation, nurturing,sustaining and developing become essential drivers

Some components can be removed if they are not meeting your needs or criteria.

New components can be added as you learn more and discover new possibilities.

In this sense it is worth reviewing and evaluating progress at key stages to see what needs to change as well as being constantly curious and actively researching new possibilities.

When considering a portfolio approach it can be useful to refer to Stephen Coveys thinking about effective people since it provides useful insights :

SEVEN HABITS OF EFFECTIVE PEOPLE by Stephen Covey

The 7 Habits Of Highly Effective Peo…

Stephen R. Covey

Best Price £3.00

or Buy New £7.69

Each chapter is dedicated to one of the habits, which are represented by the following imperatives:

The First Three Habits surround moving from dependence to independence (i.e. self mastery)

  • Habit 1: Be Proactive

Synopsis: Take initiative in life by realising your decisions (and how they align with life’s principles) are the primary determining factor for effectiveness in your life. Taking responsibility for your choices and the subsequent consequences that follow.

  • Habit 2: Begin with the End in Mind

Synopsis: Self-discover and clarify your deeply important character values and life goals. Envisioning the ideal characteristics for each of your various roles and relationships in life.

  • Habit 3: Put First Things First

Synopsis: Planning, prioritising, and executing your week’s tasks based on importance rather than urgency. Evaluating if your efforts exemplify your desired character values, propel you towards goals, and enrich the roles and relationships elaborated in Habit 2.

 

The Next Three are to do with Interdependence (i.e. working with others)

  • Habit 4: Think Win-Win

Synopsis: Genuinely striving for mutually beneficial solutions or agreements in your relationships. Valuing and respecting people by understanding a “win” for all is ultimately a better long-term resolution than if only one person in the situation had gotten his way.

  • Habit 5: Seek First to Understand, then to be Understood

Synopsis: Using empathetic listening to be genuinely influenced by a person, which compels them to reciprocate the listening, take an open mind to being influenced by you, which creates an atmosphere of caring, respect, and positive problem solving.

  • Habit 6: Synergise

Synopsis: Combining the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. How to yield the most prolific performance out of a group of people through encouraging meaningful contribution, and modeling inspirational and supportive leadership.

 

The Last habit relates to self-rejuvenation;

  • Habit 7: Sharpen the Saw

Synopsis: The balancing and renewal of your resources, energy, and health to create a sustainable long-term effective lifestyle.

FOR DETAILED INFORMATION AND INSIGHTS ON ESTABLISHING A PORTFOLIO CAREER /LIFESTYLE

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CVS AND INTERVIEWS – ENSURING RESONANCE

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DEVELOPING  CUSTOMISED CVs and PREPARING FOR INTERVIEW

See below a useful matrix or table to evaluate roles of interest and prepare a tailored CV that resonates with role requirements and helps with preparing for interview :

Some examples of skill types/experience required  are shown for context but you should include

the ones specific to the role

Skills and Achievement Mapping against role/job description to prepare for interview

THEY WANT : Skills type ( generic ones shown but  you add  the specific role requirements)plus experience
YOU HAVE THESE SKILLS & Experience that maps to their need Your related achievements – evidence of skills in action
Strategic

·         Establishing new vision/shaping strategy

  • Bringing the vision to life
  • Innovation /Creativity
  • Thought leadership
  • Big Picture thinking
  • Use of strategic models and excellence/best practice
  • Dealing with complexity and risk

 

Interpersonal

·         Political acumen

  • Spheres of influence
  • Relationship building
  • Stakeholder engagement
  • Customer service excellence
  • Mandate winning
  • Leadership ability ( clarity, purpose, direction/winning hearts and minds/gravitas)
  • Equal amongst peers
  • Advanced communication skills
Analytical ,Synthesis

·         Use of models to analyse complex data

  • Research, Synthesise/interpret information and generate weighted options/recommendations

 

Process/systems

·         Process –continuous improvement / step change

  • Development of new systems/policies/procedures

 

Commercial

·         P and L influence (investment/ revenue growth/cost management)

  • Budget management
  • Business case construction
  • Product and services development

 

Implementation

·         Defining projects and programmes

  • Securing and mobilising resources
  • Organisational skills
  • Making it happen

 

 

Technical

·         In depth specific technical skills

10 GOLDEN RULES OF INTERVIEWS

Impress at your next job interview by following these 10 golden rules says Ros Toynbee, director of The Career Coach…

  1. Do your research – You can’t do enough research on the organisation first. Read the trade and financial press, not just the website. Quiz your recruiter and/or people who work for the organisation if you can do that. Your answers – and your questions – should reflect that you have done your homework. That’s what really impresses, as does showing commercial awareness in the current climate.
  2. Prepare properly – Successful interviewing is 80% preparation. Prepare for the three key areas which all interview questions fall into: 1. Can you do this bit of the job (or learn it fast)? 2. Do we like you? Will you fit in here? 3. Will you be motivated by this job, our company?
  3. Understand the role – Have an answer to the question ‘Tell me about yourself’. Identify three things that you think reflect the purpose of the role well and what you bring to it. Be ready to have examples to back up your claim.
  4. Show competence – Most interviews these days are competency based interviews which means they want to hear your stories of how in the past you have demonstrated that particular skill – and at which level. They want to assess your track record to predict how well you will perform here.
  5. Know your value – Know why you want this job and be willing to explain it not just in terms of what it will do for you, but the VALUE you look forward to creating for the organisation.
  6. Rehearse answers – Use the ‘SCO’ formula to tell your stories. ‘S’ for situation (the problem you/the company had); ‘C’ for contribution (what you did, with respect for what you did as part of a team); ‘O’ for outcome (the results you created for the team, company, clients). Go through the job description closely and write out as many examples as you can for each skill, quality or competency listed. Rehearse with a friend or in front of a mirror and tweak until you have said it concisely and well.
  7. Be honest – Have authentic answers ready for the tough questions they might ask you, about gaps on your CV or why you are leaving your current organisation. Reassure, then move on. Be honest about redundancies.
  8. Bide your time – If you don’t understand a question or suspect there is a concern underlying it, ask for further clarification. It’ll buy you time and ensure you answer it properly. Eg. “can you give me an example?”
  9. Ask key questions – Have great, even challenging, questions to ask them at the end. Remember you are two professionals working to see if you are both suitable for each other.
  10. End strongly – Don’t be afraid to ask for the role at the end if you want it and to ask what the next steps will be.

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NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

cobbep@gmail.com

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: Holistic / systemic approach to coaching
Remote coaching via Skype and Apple Facetime

HIGH IMPACT CV AND INTERVIEW SKILLS
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
Business/HR Strategy ,Change Leadership
Communications strategy
Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching

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IMPROVING THINKING SKILLS AND ABILITY

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We cannot solve our problems with the same thinking we used when we created them.  Albert Einstein

When working with clients it often emerges that the quality of their thinking is causing blocks to desired progress. Our focus then switches to better understanding how the client processes information and makes decisions to help move forward.

A THINKING LEVELS PERSPECTIVE

Common to all subjects and levels is the concept of higher and lower order thinking skills. Higher order skills are considered to be more complex than lower order skills. The triangle model provides a useful way to visualise the relationships between some of the key skills. The complexity of the skills increases from the base to the top of the list below

Although the skills are arranged in a hierarchical way, they are all important. Much of the thinking we do involves a mixture of skills at different levels. We develop and use them simultaneously, for example, when we are solving problems and analysing case studies.

It is possible to extend and develop higher order thinking skills – to develop thinking at a qualitatively higher level, to move into a higher gear.

The specific skills in each area are shown in this list  here:

Evaluate           judge, appraise, choose, rate, assess, estimate, value, measure, criticise

Synthesise      formulate, teach, design, develop, re-define, propose, create

Analyse           distinguish, differentiate, calculate, debate, relate, compare, experiment, contrast, examine

Apply             demonstrate, schedule, operate, sketch, employ, use, practice

Comprehend  restate, identify, discuss, locate, recognise, review, explain, tell, clarify

Know             recall, define, state, list, repeat, name, recount, present, find

2. REVIEWING SOME ASPECTS OF YOUR THINKING

 

Activity 1 Complete a simple audit covering the ways you think

Personal statements Always Sometimes Never
I see myself as open and fair minded.
I am curious to find out about things.
I am really interested in a specific subject
I relate ideas to previous knowledge, experience and wider contexts
I look for patterns and relationships between things.
I like to ask questions and not accept things at face value
I don’t rush to make judgements or have opinions on things.
I like to look at all sides of an argument or issues before coming to a conclusion
I am persistent and like to get to the bottom of things.
I don’t like situations where people just state opinions without giving reasons or evidence
I like to find things out for myself and come to my own conclusions on things
I like to be creative and innovative.
I take time to reflect on things/my own thinking
I like clarity, order and precision
I think strategically about things
Any statement you wish to add
Any statement you wish to add

Activity 2 Use the table again to map where you would like to be and consider the gapsand then reflect on any learning gained using the table below

Reflection – what I have noticed? Action – what I will do?
What have you learned in terms of potential limitations?Do the limitations matter right now in your life?/if so consider next step actions……
What have you noticed in terms of strengths?Do you want to develop these strengths further?Consider what you might do to achieve this

 

The important thing is not to stop questioning. Curiosity has its own reason for existing. A person cannot help but be in awe when they contemplate the mystery of eternity, of life, of the marvelous structure of reality. It is enough if one merely tries to comprehend a little of this mystery every day. Never lose a holy curiosity.

(Albert Einstein)

  1. Questions to develop skills at different levels of thinking
LEVEL OF THINKING EXAMPLES OF QUESTIONS
Knowledge and understanding What? Who? When?What is an example of x?What is meant by …..?

What is another way of explaining..?

Is this an example of …?

Can I describe x in my own words?

Application How is it used?What does it relate to?In what situations …?
Analysis Why? How?What is the reason for ….. ?What evidence is there to support the conclusion?

What are the causes of …?

How do … fit together?

Synthesis If x happens, then what next?What does the theory predict will happen?What are my own conclusions on the basis of the information available?

How does x relate to y?

Evaluation Is this good or not and why?Is this reasonable or not and why?
  1. GIVING STRUCTURE TO THINKING

 

Two common thinking problems are: a feeling of not being able to ‘see the wood for the trees’, and difficulty in being logical and orderly. The key to solving them is being able to think about ideas and information in a conceptual and systematic way so that you have ways to structure your thinking.

This can involve:

  • looking at the broader context
  • developing mental models and frameworks to hang ideas and information on
  • Being able to distinguish relative importance and seeing patterns and relationships.

Other ways might be based on:

  • chronology,
  • complexity,
  • spatial organisation,
  • positive and negative aspects,
  • pros and cons,
  • familiar and unfamiliar,
  • from top to bottom of an organisational structure.

In some cases, the component parts of something work together to form a system, for example arteries, veins and capillaries work together to form the blood circulatory system in the body.

  1. USEFUL THINKING MODELS

 

USING DANCE

 

For example, the DANCE system (Rose and Nicholl, 1997) is one of many tools for solving problems.

D – Define and clarify what the problem really is (sometimes it is not initially clear). What are your goals?

A – Think of a range of alternative ways of solving the problem.

N – Narrow down the range of possible solutions to leave the best.

C – Choose the ideal solution and check what the consequences might be.

E – Effect action using the best solution.

 

 

 

USING VISUAL TOOLS

 

Organising thought can be assisted greatly by the use of visual tools.

These can include:

  • diagrams,
  • mind-maps,
  • tables,
  • graphs, time lines,
  • flow charts,
  • sequence diagrams,
  • decision trees
  • story boards
  • rich pictures
  • or other visual representations.

The process of making visual representations can itself involve using and developing a range of thinking skills, particularly higher order skills. So, whether you need the resulting product or not they can be worth doing. However, the resulting product can also provide an effective way of communicating your thinking to others. In fact, sometimes it can be very hard not to use a diagram – drawing or referring to a map, for example, makes it much easier to give directions.

Mind-mapping can be a particularly powerful visual tool for shaping thought. The basic principle here is to note down the central topic or idea in the centre of a piece of paper and work outwards adding the points which flow from and connect to it. It is particularly helpful for seeing the different

levels of thought.  Here is a mind map example by someone planning to write an essay on memory.

PUTTING IT ALL TOGETHER

 .At this stage, you may find it useful to consider how ideas like these can be put together in ways that will help you when you engage in activities such as reading, writing, speaking and listening.

Here is a checklist to use when making judgements about things that you hear, see and experience.

  • Who is speaking or writing?
  • What is their point of view or perspective?
  • What ideas and information are presented and how were they obtained?
  • Are there unsupported assertions?
  • Are reasons or evidence provided?
  • Are the reasons and evidence given relevant?
  • Is the method used to find the evidence sound?
  • Is the evidence correct or valid?
  • What assumptions have been made?
  • What is fact and what is opinion?
  • What are the implicit and explicit values?
  • Are there unreasonable generalisations?
  • What has been omitted?
  • How was the conclusion reached?
  • Is the conclusion reasonable?
  • What other perspectives or points of view could there be?
  • You may be able to think of more points to add to this list.

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RESOURCES -more insights

Listening Skills

Empathy

Thinking Errors

Thinking Skills

We Are Our Thoughts

9 Mind blowing epiphanies

Critical Thinking – check your style and reasoning

10 Things To Stop Doing Now

Developing Resilience

SEE MORE ON IMPROVED THINKING IN MY FLIPBOARD MAGAZINE

ACKNOWLEDGEMENT : OPEN UNIVERSITY- OPEN LEARNING- DEVELOPING THINKING SKILLS

CRITICAL THINKING OUTSIDE THE CLASSROOM – Scientific American

IMG_1573 Peter Cobbe Coaching

  • NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
    I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”Specialties: Holistic / systemic approach to coaching
    Remote coaching via Skype and Apple Facetime
    Coaching for Executive performance /High Potential including C level
    First 100 days
    Career Coaching/portfolio lifestyle
    Coaching for powerful presentations
    Life Coaching
    Executive advice on staff insight surveys
    Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
    Business/HR Strategy ,Change Leadership
    Communications strategy
    Psychometrics,NLP,Emotional Intelligence
    Confidence&Self Esteem
    Creativity coaching
    Independent Consulting propositions coaching
    Non Executive director coaching
    Business Report/White Paper writing
    Graduate career coaching

Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left? 

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

For a free exploratory discussion on 1 to 1 or Group Session coaching contact me on:

cobbep@gmail.com

or

via  my Linked In Profile

THE PRACTICE MODEL FOR COACHING

39519-treephilosophy

PRACTICE MODEL

A SOLUTION FOCUSED APPROACH
STEP QUESTIONS/STATEMENTS CLIENT ACTIONS
1. Problem identification What is the issue or concern that you would like to discuss?

What would you like to change?

Are there any exceptions when it is not a problem/ issue?

How will we know when the situation ahs improved?

On a scale of 0 -10 how near are you now to resolving the problem ( where 10 is fully solved) ?

If you woke up tomorrow and this issue/problem no longer existed what would you notice that was different?

2. Realistic, relevant goals ( SMART) What do you want to achieve?

Lets develop SMART goals.

3. Alternative solutions generated What are your options?

Lets note them down.

4. Consideration of consequences What could happen?

How useful is each possible solution?

Set this up using life dimensions and rating 0 to 10 where 10 is extremely useful.

5. Target most feasible solution Having evaluated possible solutions what is the most feasible/practical solution?
6. Implementation of Chosen solutions Lets break down the solution into manageable steps so that it can be implemented

Now go and do it

7. Evaluation How successful was it?

Rating scale 0-10 where 10 is totally successful

What can be learnt?

What should we do next or can we finish coaching now?

SEE ASSOCIATION FOR COACHING PAPER BY STEPHEN PALMER

SWOT ANALYSIS and free ebook

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SWOT analysis  is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in an intended strategy,project or in a business venture.

It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who presided a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.
Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organisation

.SWOT
Strengths: characteristics of the business, or project team that give it an advantage over others
Weaknesses (or Limitations): are characteristics that place the team at a disadvantage relative to others
Opportunities: external chances to improve performance (e.g. make greater profits) in the environment
Threats: external elements in the environment that could cause trouble for the business or project
Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.
First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated.
Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, opportunities, weaknesses, and threats) in order to maximise the benefits of this evaluation and find their competitive advantage.

Matching and converting
One way of using SWOT is matching and converting. Matching is used to find competitive advantages by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimise or avoid them.

Use of SWOT analysis
The usefulness of SWOT analysis is not limited to profit-seeking organisations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. Examples include: non-profit organisations, government units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.

FREE  pdf EBOOK on SWOT ANALYSIS

 MORE ON STRATEGY – BUILDING A BRAND

Peter Cobbe coaching

For a  free exploratory discussion contact me –  cobbep@gmail.com

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: Holistic / systemic approach to coaching
Remote coaching via Skype and Apple Facetime
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
Business/HR Strategy ,Change Leadership
Communications strategy
Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching

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The Importance of Empathy

THE IMPORTANCE OF EMPATHY

sunfloer june13

The Importance of Empathy

What is Empathy?

Empathy is the ability to come alongside someone, and not only see a person’s point of view, but also experience the other person’s feelings and emotions. You go beyond , for example, feeling sorry for that person, since that would be sympathy. And go deeper, seeking to understand that person in greater depth. It is an ability that you can acquire if you make the effort

Empathy is the skill to understand the emotions of people and to treat them according to their emotional reaction. This skill is closely linked with emotional intelligence which is basically analysing, assessing and managing the emotion of oneself and others. So by developing and practicing this skill not only you resolve someone’s problems but also win their hearts.

What Does Empathy Do?

Empathy soothes. Empathy heals. Empathy fills the gap; empathy is like the “Super Glue” of good relationships. It can pull you tightly to others and keep you together in all kinds of trouble.

Imagine – Use your imagination in several ways to your advantage.

  1. One way is to imagine yourself in that person’s situation. Really take time to think through how you would feel if you were in that person’s shoes—especially regarding the feelings they are experiencing.
  2. Another way is to imagine the person as a child. If you have photos of the person as a child, use them to help you visualise. Often when we consider the person in the vulnerable stage of childhood, our defenses tend to lower and lessen.

Nurture the Relationship

Make a point to regularly practice caring behaviors with this person. When you act lovingly or caringly toward someone, it actually increases your feelings of love and care, as well as, your ability to empathise with that person.

Set Aside Your Beliefs, Concerns and Personal Agenda

When you are dealing directly with others, go into the conversation empty handed—with no personal expectations or goal of fixing them. Your only agenda is listening to their feelings and trying to understand their point of view.

Identify with Their Experiences

When someone begins to share, focus on the feelings and situations that you’ve experienced in the past that are similar. This will deepen your emotional insight into the other person’s issues or plight.

Gain Personal Perspective

This method involves working on your personal identity. In other words, you need to learn who you are separate from the other person. If you do not have a clear sense of identity, then you can become “enmeshed” (emotionally entangled and dependent upon the other person) and will tend to take things too personally. When you take things personally, you cannot separate yourself enough to feel the other person’s issues. Begin to practice emotionally detaching—not allowing the other person’s negative behavior to determine your mood or choices. In time, you will gain a greater sense of identity and separateness that will offer you the advantage of perspective.

INTERESTING PERSPECTIVE:

Habit 1: Cultivate curiosity about strangers

Highly empathic people (HEPs) have an insatiable curiosity about strangers. They will talk to the person sitting next to them on the bus, having retained that natural inquisitiveness we all had as children, but which society is so good at beating out of us. They find other people more interesting than themselves but are not out to interrogate them, respecting the advice of the oral historian Studs Terkel: “Don’t be an examiner, be the interested inquirer.”

Curiosity expands our empathy when we talk to people outside our usual social circle, encountering lives and worldviews very different from our own. Curiosity is good for us too: Happiness guru Martin Seligman identifies it as a key character strength that can enhance life satisfaction.

Cultivating curiosity requires more than having a brief chat about the weather. Crucially, it tries to understand the world inside the head of the other person. We are confronted by strangers every day, like the heavily tattooed woman who delivers your mail or the new employee who always eats his lunch alone. Set yourself the challenge of having a conversation with one stranger every week. All it requires is courage.

Habit 2: Challenge prejudices and discover commonalities

We all have assumptions about others and use collective labels—e.g., “Muslim fundamentalist,” “welfare mom”—that prevent us from appreciating their individuality. HEPs challenge their own preconceptions and prejudices by searching for what they share with people rather than what divides them.

Habit 3: Try another person’s life

So you think ice climbing and hang-gliding are extreme sports? Then you need to try experiential empathy, the most challenging—and potentially rewarding—of them all. HEPs expand their empathy by gaining direct experience of other people’s lives, putting into practice the Native American proverb, “Walk a mile in another man’s moccasins before you criticise him.”

George Orwell is an inspiring model.  After several years as a colonial police officer in British Burma in the 1920s, Orwell returned to Britain determined to discover what life was like for those living on the social margins. “I wanted to submerge myself, to get right down among the oppressed,” he wrote. So he dressed up as a tramp with shabby shoes and coat, and lived on the streets of East London with beggars and vagabonds. The result, recorded in his book Down and Out in Paris and London, was a radical change in his beliefs, priorities, and relationships. He not only realized that homeless people are not “drunken scoundrels”—Orwell developed new friendships, shifted his views on inequality and gathered some superb literary material. It was the greatest travel experience of his life. He realised that empathy doesn’t just make you good—it’s good for you, too.

We can each conduct our own experiments. If you are religiously observant, try a “God Swap,” attending the services of faiths different from your own, including a meeting of Humanists. Or if you’re an atheist, try attending different churches! Spend your next vacation living and volunteering in a village in a developing country. Take the path favored by philosopher John Dewey, who said, “All genuine education comes about through experience.”

Habit 4: Listen hard—and open up

There are two traits required for being an empathic conversationalist.

One is to master the art of radical listening. “What is essential,” says Marshall Rosenberg, psychologist and founder of Non-Violent Communication (NVC), “is our ability to be present to what’s really going on within—to the unique feelings and needs a person is experiencing in that very moment.” HEPs listen hard to others and do all they can to grasp their emotional state and needs, whether it is a friend who has just been diagnosed with cancer or a spouse who is upset at them for working late yet again.

But listening is never enough. The second trait is to make ourselves vulnerable. Removing our masks and revealing our feelings to someone is vital for creating a strong empathic bond. Empathy is a two-way street that, at its best, is built upon mutual understanding—an exchange of our most important beliefs and experiences.

Habit 5: Inspire mass action and social change

We typically assume empathy happens at the level of individuals, but HEPs understand that empathy can also be a mass phenomenon that brings about fundamental social change.

Just think of the movements against slavery in the 18th and 19th centuries on both sides of the Atlantic. As journalist Adam Hochschild reminds us, “The abolitionists placed their hope not in sacred texts but human empathy,” doing all they could to get people to understand the very real suffering on the plantations and slave ships. Equally, the international trade union movement grew out of empathy between industrial workers united by their shared exploitation. The overwhelming public response to the Asian tsunami of 2004 emerged from a sense of empathic concern for the victims, whose plight was dramatically beamed into our homes on shaky video footage.
Beyond education, the big challenge is figuring out how social networking technology can harness the power of empathy to create mass political action. Twitter may have gotten people onto the streets for Occupy Wall Street and the Arab Spring, but can it convince us to care deeply about the suffering of distant strangers, whether they are drought-stricken farmers in Africa or future generations who will bear the brunt of our carbon-junkie lifestyles? This will only happen if social networks learn to spread not just information, but empathic connection.

Habit 6: Develop an ambitious imagination

A final trait of HEPs is that they do far more than empathize with the usual suspects. We tend to believe empathy should be reserved for those living on the social margins or who are suffering. This is necessary, but it is hardly enough.

We also need to empathize with people whose beliefs we don’t share or who may be “enemies” in some way. If you are a campaigner on  global warming for instance, it may be worth trying to step into the shoes of oil company executives—understanding their thinking and motivations—if you want to devise effective strategies to shift them towards developing renewable energy.

Empathising with adversaries is also a route to social tolerance. That was Gandhi’s thinking during the conflicts between Muslims and Hindus leading up to Indian independence in 1947, when he declared, “I am a Muslim!  And a Hindu, and a Christian and a Jew.”

Organisations, too, should be ambitious with their empathic thinking. Bill Drayton, the renowned “father of social entrepreneurship,” believes that in an era of rapid technological change, mastering empathy is the key business survival skill because it underpins successful teamwork and leadership.

The 20th century was the Age of Introspection, when self-help and therapy culture encouraged us to believe that the best way to understand who we are and how to live was to look inside ourselves. But it left us gazing at our own navels. The 21st century should become the Age of Empathy, when we discover ourselves not simply through self-reflection, but by becoming interested in the lives of others. We need empathy to create a new kind of revolution. Not an old-fashioned revolution built on new laws, institutions, or policies, but a radical revolution in human relationship

 SEE ALSO LISTENING SKILLS

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Insights on Establishing Credibility

39519-treephilosophy

Our character…is an omen of our destiny, and the more integrity we have and keep, the simpler and nobler that destiny is likely to be. George Santayana (1863 – 1952),

 

ALSO SEE DEVELOPING RESILIENCE

Insights on establishing Credibility

Unlike height or weight, your measure of credibility isn’t an objective measure. It is not something you either have or you don’t.
Credibility is more like a linear scale on which others give you a rating. It is a perceived quality, one that people assign to you based on the complex interplay of a number of elements.
Identifying the elements of credibility is important because a high score on one or two elements does not guarantee a high credibility rating. It’s the interplay that matters. For example, experts are usually considered highly credible, unless or until they are perceived as biased or self-serving. Lack of integrity can cancel out the positive impact of expertise.
It is worth considering five elements of credibility and to examine your impact in light of these elements. Give yourself a score between one and ten on each of these elements based on how you think others perceive you—

1. Integrity,
2. Competence,
3. Sound judgment,
4. Relational sensitivity,
5. Likeability

Aim to rate yourself on what others can observe rather than on what you intend. Once you see your strengths and weakness, you can take positive steps to boost your credibility in the eyes of others.


Credibility Element 1: Integrity

A key element of credibility involves transparency, trustworthiness, and moral predictability. We feel good about people who embody the phrase, “what you see is what you get.”
The dictionary definition of credibility is the power to inspire belief. For example, a credible witness is one whom we have reason to believe. Credibility implies a commitment to truth, fairness, and objectivity. In addition, we assign high credibility to people who have clear moral standards and who are known to stick to them.
Be careful not to underestimate the importance of honesty and integrity in the workplace. People who have a track record of being objective and truthful are perceived as more credible than those who don’t. . Conclusions based on scientific or systematic inquiry are more credible than those based on subjective judgments.

According to researchers Kouzes and Posner, the number one trait people are looking for in a leader is honesty. We know from experience that one failure to disclose an important truth can ruin an entire career.

To boost your credibility on this element, consider the following:

• Invest time in clarifying your values and examining your behaviour in light of them
• Make a commitment to consistently tell the truth
• Build a reputation for ethical behaviour
• If you make a mistake, be truthful about it rather than cover it up
• Give credit to colleagues and subordinates for their work
• When you change your stance on a position, do so for objective rather than political reasons


Credibility Element 2: Competence

Experts enjoy a much higher degree of credibility than those who lack expertise. As society’s knowledge expands, we rely more and more on people who can demonstrate deep expertise, often with a narrow focus. We trust experts to understand the scope of an issue or project, to know the right questions to ask, and to know how to find the answers to those questions. In today’s world, there is no credibility without expertise.

Perceived expertise comes from a blend of a person’s education and experience. People with doctoral degrees in a field obviously have more credibility than those who lack a degree. At the same time, people who have “come up through the ranks” or have worked in diverse jobs within an industry are considered to be experts. These folks usually have more perceived expertise than new college graduates.

Expertise turns into competence when it is put to the test. A person earns her/his credibility as competent by succeeding at assignments and projects over time. A track record of successfully applying knowledge and a willingness to continue learning increases perceived credibility.

To boost your credibility on this element, take the following actions:

• If needed, complete your degree or consider the next degree
• Obtain a license to practice or a professional certification appropriate to your field
• Request high-visibility projects to establish a track record
• Ask to participate on task forces with key people in your organisation so they can see your competence firsthand
• Participate in meetings, asking probing questions and making insightful comments
• Attend conferences in your field and engage in continual learning

Credibility Element 3: Sound Judgment

Just as a good friend can be counted on to listen well and encourage you to make wise decisions, a credible person can be counted on to analyse complex situations, ask intelligent questions, and make good decisions. A person with sound judgment usually has both cognitive and intuitive gifts. This person takes a big-picture rather than a myopic view and a long-term rather than a short-term perspective.

An astute CEO, for example, might have a track record of acquiring businesses or creating products just ahead of demand. This person has a track record of correctly anticipating future trends and preparing for them.

To boost your credibility on this element, take the following actions:

• Consider the impact of your decisions on other departments and groups
• Ask others for input into your decisions—especially regarding the impact on them
• Avoid snap judgments
• Be willing to admit mistakes
• Read books and use other media to gain insights by management and relationship specialists
• Stay current on the trends within your industry and company

Credibility Element 4: Relationally Sensitive

People with high credibility know how to ask questions about our values and interests, to listen intently and with empathy, and to pull people together. These are the people with high emotional intelligence to balance the arrogance sometimes comes with high expertise.

A person develops a track record in relationships in the same way that they develop a track record in performance. If they become known for building commitment and cooperation, for being level-headed and fair, everyone will want them on their team.
Those who have the most perceived credibility are usually the ones who are relationally sensitive.

To boost your credibility on this element, take the following actions:

• Demonstrate willingness to learn from others and from your own mistakes
• Demonstrate concern for others’ values, goals, and objectives
• Cultivate the ability to listen well
• Take time to build relationships with informal conversations
• Don’t say something behind a person’s back that you wouldn’t say to their face
• Be generous with credit to colleagues and subordinates
• Take time to understand another’s point of view before refuting or rejecting it

Credibility Element 5: Likeable

Research studies consistently reveal that people respond positively to others whom they like. They trust them, they cooperate with them, they approve their proposals, and they buy from them. Likeability is as important as ability. Successful people balance expertise with likeability. It is a proven formula for success.
One view is that there are four ingredients to likeability:
1. Friendliness,
2. Relevance,
3. Empathy,
4. Realness.
Relevance and empathy are ingredients of relationship sensitivity as described above. Realness, or authenticity, links to integrity, the first element of credibility. Likeability is much more than a feel-good characteristic.

Emotional intelligence guru, Daniel Goleman, and co-authors Boyatzis and McKee, describe the importance of optimism and a lighthearted perspective in the workplace, asserting that leaders who have the ability to express enthusiasm and upbeat emotions attract other people. In their book, Primal Leadership, these researchers put it succinctly:

Research has proven it: Optimistic, enthusiastic leaders more easily retain their people, compared with those bosses who tend toward negative moods.

To boost your credibility on this element, take the following actions:

• Communicate optimistically by describing challenges rather than problems
• Focus on what can be done as opposed to what can’t be done
• Go out of your way to be friendly, even if you aren’t an extravert
• Practice finding the humour around you, especially in stressful situations
• Express gratitude privately, publicly and in writing
• Demonstrate an interest on matters of personal importance to others
• Congratulate others and celebrate their successes
• Credibility is a Package Deal

SUMMARY

No single element described here can guarantee high perceived credibility. After all, an expert without integrity might be a dictator. A likeable person who lacks judgment will make stupid decisions.

People assign you a degree of credibility based on how they rate you on the interaction of the elements of credibility: integrity, expertise, sound judgment, relationship sensitivity, and likeability. Perceived credibility is a package deal. Remember, too, that your credibility is based on observed behaviour, not on your intentions.


CREDIBILITY = Integrity + Competence+ Sound Judgement+ Relational Sensitivity + Likeability 

Other insights :

Being a Trusted Advisor

Insights on Influencing effectively

Listening Skills

Communication Style and Living by Example

Peter Cobbe coaching

  • NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
    I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”Specialties: Holistic / systemic approach to coaching
    Remote coaching via Skype and Apple Facetime
    Coaching for Executive performance /High Potential including C level
    First 100 days
    Career Coaching/portfolio lifestyle
    Coaching for powerful presentations
    Life Coaching
    Executive advice on staff insight surveys
    Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
    Business/HR Strategy ,Change Leadership
    Communications strategy
    Psychometrics,NLP,Emotional Intelligence
    Confidence&Self Esteem
    Creativity coaching
    Independent Consulting propositions coaching
    Non Executive director coaching
    Business Report/White Paper writing
    Graduate career coachingJust a thought :Five frogs are sitting on a log.
    Four decide to jump off. How many are left?

    Answer: five. Why? Because there’s a difference between deciding and doing.

    Mark Feldman

For a free exploratory discussion on 1 to 1 or Group Session coaching contact me on:

petercobbe@coachingcosmos.com

or

via  my Linked In Profile

My personal coaching website:

http://petercobbecoaching.coachingcosmos.com/