Did you know that The Coaching Academy has worked with hundreds of organisations across the globe, in sectors ranging from farming to pharmaceuticals through our corporate solutions division?

The growth in demand for corporate coaching has not just been a huge trend isolated to The Coaching Academy team.  According to CIPD, three-fifths of organisations report that they undertake talent management activities with coaching actually taking place in four-fifths (86%) of organisations.

The Coaching Academy’s Corporate Coaching division was a natural progression from our accredited coaching programmes that were first developed over 12 years ago when coaching was a relatively new phenomenon.

Having been approached by organisations ranging from SMEs to multi-national corporations, we launched the informative, innovative and robust corporate solutions offering in early 2006.

The Coaching Academy’s Corporate Solutions division specialises in providing bespoke coaching and coach training solutions. Our portfolio covers everything from one-to-one and team-centred executive coaching for senior management to full accredited coach training programmes. You can find out more by visiting our website:

www.tca-corporate.com

Being at the forefront of coaching, our trainers and corporate coaches are second to none and our people are our biggest asset.

Due to growth in demand, we occasionally need to access additional resources for delivering our corporate solutions to the vast number of leaders, managers and organisations that we work with.

If you are a qualified coach and have a wealth of experience in corporate organisations then we would like to hear from you. If you would like to be considered for placement on our preferred trainer list then please fill out the form below.

Most coaches, consultants or freelancers are involved in the hungry, needy, merry-go-round of meetings, networking, social networking to secure what they believe are quality prospects for possible lucrative coaching contracts.

However, it may pay you well to DO THE EXACT OPPOSITE of what the general marketplace is doing.

In fact, the grandfather of personal development and self-help, Earl Nightingale said that if you can’t find a good role model for doing what you want to do, look around at what the majority are doing, and don’t do it – do the opposite! Because the majority means mediocrity. We think Earl was on to something!

For most coaches, the ultimate brochure, business card, advertisement, promotional document, they could ever own, is – to BE their BEST CLIENT! And then, to deliver their unique style of coaching at every opportune moment.

Let’s take these two ideas and turn them into practical, workable tools you can take into the marketplace, instantly.

Being Your Own Best Client

You’ve probably noticed the big worldwide shift towards, Life Coaching, Life Balance and Coaching in all its forms. In fact, you may already know that the profession itself is one of the fastest-moving professions in the world.

However, many of the very people who promote and stomp their feet about life change are themselves in a chaotic and disorganised mess! Not all. Many.

But look, whether they are in a mess or not, the whole idea of life balance should strike a powerful chord for you – especially if you’re looking to bag yourself a good number of fee-paying clients.

Here’s why.

There are a high number of coaches, consultants and mentors who are focused on the ‘I’ve got to MAKE THIS BUSINESS WORK, COME HELL OR HIGH WATER’ that, they’ve missed the boat entirely.

Whilst they’re busy buying into the idea that sacrificing all else in order to pursue their most cherished want, they’re leaving a trail of chaos for all to see, especially their prospective clients!

• What kind of catastrophic trail are we talking about?
• A body so out-of-shape that a person will soon really detest themselves…
• So neck-deep in personal and business debt, with no attempt to come out and cure it.
• Involved in loveless personal relationships which are heading down the sewer with no way out…
• Mental disharmony because the mind being strewn all over the place like a berserk orangutan…

Engaging in lifeless, lethargic language and communication making social interaction a chore and bore for others…

Do you feel you’re heading towards your own version of the above?

Well, if you’re looking for a goodly number of fee paying clients, here’s the big secret: FIX YOURSELF FIRST!

You see, very rarely does an award or qualification bring you success.

You have to DO something in order to bring it to life. Being your own good example of living a life in balance is the biggest testimonial, the biggest message of value you can send out in to the marketplace.

For, not only will you have that inner confidence and steely conviction, you’ll have a practical, experiential voice to speak from. There’s nothing worse than spluttering and faking it inside about wanting to help others when we ourselves are in the driving seat of our own lunatic life.

On the other hand, there’s a magic that happens when the pieces of our own life start falling into place for others to see. It’s best to lead by example and doing, rather than theory and mere words.

So, what should you be committed to in order to turn your own life into a role model?

Well, we’d suggest that there are seven commitments you should guard and treasure with your life. And, if you follow them and make them part of your daily regime, your daily curriculum of living, you can’t help but draw to you those type of clients who’ll love to have you coach them to fabulous success.

Make it a daily practice to be committed to:

1. your mind

2. action

3. responsibility

4. energy

5. friends and family

6. career and business goals

7. wealth

If you truly make it daily practice to absorb these seven commitments into your life, you’ll create a life that’s example-led. And, you’ll be so on-track, so focussed, so dedicated to your own life and your own work that people can’t help be drawn to you and what you stand for.

And that’s a beautiful moment when it happens. For then you’ll know that there’s no need for all that demoralising, convincing, persuading and selling of your services. It’ll happen because of who you are and what you do.

Yes, effective marketing material is important. However, you’ll find that you won’t be doing it the same way everyone else does. There won’t be that dry-mouth desperation for business. You see, you’ll be creating a distinction. That is a compelling advantage that’ll set you apart in the marketplace based on what you are doing in your own life.

It’s a refreshing way to go about promoting your services; by taking full and complete ownership and responsibility of your life. And it can happen for you in an instant.

The problem happens when we think about things for too long. We let our own head dissipate the power of our intentions. It’s the timeframe we give ourselves to change, that’s where the problem is.

You see, when we really think about it, the decision to do anything, happens in a split second – it’s the thinking time which is what causes the agony.

Go ahead and take those seven commitments to heart and let them weave their magic. For in a few weeks time you won’t believe what it will do to you and how you’ll see yourself.

Plus you’ll get a different feel and vibration from the marketplace towards you and what you can do to help them. I think you’ll find it exciting.

Moment-By-Moment Coaching

And once you HAVE mastered your own life, or are taking great strides to do so, you’ll see a natural, attractive force taking shape. The FORCE of YOU!

Your own confidence in your life starts to exude a spark of electricity with everyone you come into contact with, in every email you write, in every conversation you have. In those daily ‘conversations’, you’ll see that the natural way to make others feel at ease, is to ask warm, non-threatening though bold, fearless and direct questions.

Those questions are NOT to be about you, your practice, your skills, your abilities – your job is to serve others. To listen with intent like you’ve never listened before.

If through your simple, non-threatening dialogue, you just GIVE, SERVE and SHARE in helping others with what’s important in THEIR lives, people will be drawn to you even more.

You’ll find that there’s an irresistible nature to you and what you stand for. People can’t but help be involved in a conversation with you. And, because coaching is such a personal profession, don’t feel that things need to happen there and then in terms of securing a business or personal coaching client.

However, through an ongoing dialogue, a continuing conversation, you’ll see that through this process., and the ‘be your own client’ outlined above, you’ll be drawing prospective, fee paying clients in to your life like never before.

Revolutionaries normally carry guns but in boardrooms across the globe, they come armed with a radical mission – to overthrow old-style management practices and bring in a new order to re-engage employees.

Dictators everywhere – be warned: the days of control freak bosses are numbered.

As report after report comes in showing that the majority of employees are disengaged from their work, which is in turn depressing productivity and profits, it becomes increasingly evident that existing management practices aren’t working.

It doesn’t matter how many times the office is revamped or the mission statement is rewritten, or how employees’ incentives or punishments are raised – it’s not making any difference to how much employees like turning up for work.

Something has to change – and if you’re of the “my way or the highway” management style, that something is you.

Statistics like those from the Gallup Management Journal and Right Management Consultants (the world’s largest career transition and organisational consulting firm) that show only between 20% to 30% of employees are fully engaged (working with passion) in their jobs.

A bigger percentage say they are actively disengaged (causing trouble at work) and the majority are in a sleepwalking type of state, putting in the hours but not the energy or passion.

Engaged employees stay in the job longer, and are safer, more productive and more profitable – so it is imperative that something is done to address a situation where between 70% and 80% of employees are working with varying degrees of alienation from their jobs and companies.

The fundamental problem is that there has been a dramatic change in the workforce – with companies outsourcing and taking advantage of lean manufacturing processes and technological advances, existing employees are being paid primarily to think, create and innovate – and as yet, management hasn’t caught up with that development.

Leaders are still too often using old-style practices where they give orders and expect people to follow directions, instead of allowing them to think and create for themselves.

For the first time in history, the employee often knows more about how to do the job than the manager.

When you don’t have all the answers, being directive may not be the best way to drive performance. One of the things that’s broken and needs fixing is the way we manage performance. In the majority of situations, you get a better performance from people by helping them to think better, rather than by just telling them what to do.

When people start to have ideas and have the ability to act on them, they certainly are significantly more engaged in the job than they were before. Letting people come up with their own ideas is a deep well of motivation to tap.

That is the essence of quiet leadership: improving employees’ thinking – literally improving the way their brains process information, by creating opportunities for people to make new connections themselves. A quiet leader is always focused on the development of their people: they’re putting their people’s learning and development and growth as the number one issue rather than their own ego rewards.

Six Steps to Transforming Performance

These six steps describe a new way for leaders to have conversations when they want to make a difference another to another person’s performance. They describe a new way to interact, to give feedback, to influence, to stretch and grow people and to bring out the best in others.

Step 1: Think about thinking; to let people do all the thinking, keep them focused on solutions, stretch their thinking, accentuate the positive and follow good process.

Step 2: Listen for potential and not to get too close (or involved).

Step 3: Speak with intent; in other words, to be succinct, specific and generous in your communication.

Step 4: Dance toward insight by getting permission for harder conversations, placing people so they know where you’re coming from, using thinking questions so that others do the thinking and then clarifying their responses.

Step 5: Create new thinking. Get people to become aware of their mental dilemmas and reflect more deeply on them by asking questions about their current reality. Once they’ve had an insight, we explore alternatives for how to move their insight into action then we tap into the energy given off by the new connections being made.

Step 6: Follow-up. Following up can make a big difference to the emergence of new wiring (neural connections in the brain) so we focus on the facts and people’s feelings. We encourage, listen for learning, look for implications and then look for the next goal to focus on.

It takes commitment to develop this new management style, but it is worth it.

And like any revolution, it needs massive support and so far, the signs are good – change is indeed in the air.

The Coaching Academy, conducted a survey to gain a better understanding of where the coaching profession currently is and where it is heading in the future.

The main purpose of the survey was to develop some evidence base on the practice that we know is thriving and growing.

Over the past 10 years, we have seen coaching grow and develop immensely and it is very encouraging to know that 86% of coaches found their client base has remained stable or increased in the past year.

Take a sneak peak into our findings displayed in this infographic and keep your eyes peeled for our full report.

++ Click to Enlarge Image ++

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<a href="http://www.coachingacademyblog.com/infographic-make-up-of-a-modern-day-coach/" target="_blank"><img title="Infographic: The Make Up of a Modern Day Coach - The Coaching Academy" src="http://www.coachingacademyblog.com/wp-content/infographic-the-make-up-of-a-modern-day-coach-the-coaching-academy-large1.jpg" border="0" alt="Infographic: The Make Up of a Modern Day Coach - The Coaching Academy" /></a></div><div>Source: The Coaching Academy – The UK’s largest school for <a title="The Coaching Academy - The UK's largest school for Life Coaching" href="http://www.the-coaching-academy.com" target="_blank">Life Coaching</a></text>

You will not find these secrets in any textbook or coaching manual.

They’re from experienced and highly successful coaches who were asked to describe the most important lessons they’d learnt coaching executives through the toughest situations imaginable.

Secret #1 – Create a safe space for dangerous feelings. Those feelings will lead you to the source of the problem and to its solution.

Secret #2 - Executives who think their business decisions have nothing to do with personal feelings are using disassociation as a defence mechanism.

Secret #3 - In most cases, executives got to where they are because they DO have the necessary skills.

Secret #4 - When previously successful executives start to fail, something in their lives is interfering with their potential.

Secret #5 – Executives are in crisis only when they feel they are in crisis. Crisis is an inner state.

Secret #6 – Executive coaching is most effective with executives who are experiencing a crisis. The successful coach only takes clients who are ready to benefit from his or her services.

Secret #7 – Executives must first take responsibility for experiencing a crisis before they can begin to work on resolving the crisis. A person can’t fix what he or she won’t admit is broken.

Secret #8 – Never allow your client to become a victim. Clients must talk ownership of their crises.

Secret #9 – The client not the coach does the work. The coach is simply the facilitator.

Secret #10 – Stay focused on how client feels. Once he or she takes ownership of the problem your job is to push deeper into muddy waters.

Secret #11 – A coach should never attempt to play the role of the executive’s boss. You are there to help the client reach his or her highest potential not to direct their work.

Secret #12 – The role of the coach is different from a management consultant or human resources representative. The unique value of the coach is your concern about feelings. No one else on thye job or in the company is really concerned about his or her feelings.

Secret #13 – An executive who is inspired will outperform one who isn’t – every time. Regardless of skill set, a motivated executive will find a way to succeed.

Secret #14 – A crisis first appears in the executive’s life as a “latent” crisis. The feelings and conditions underlying a crisis exist even before being inflamed by a triggering event.

Secret #15 – A triggering event turns a latent crisis into an inflamed one. A traumatic event – whether or not it is business-related – activates the latent crisis and begins the cycle of frustration and pain.

Secret #16 – Suppressing a crisis keeps the executive locked into a repeating behavioural pattern. Suppressing a crisis – instead of resolving it – depletes the executive’s internal resources, leaving him or her unable to grow, take risks, and move forward with his or her career.

Secret #17 – Every executive has latent crises that have not yet been inflamed. Executives are human being with human vulnerabilities. The right set of circumstances and triggering events can send any person into crisis.

Secret #18 – At first, suppressing a crisis appears to be easier than resolving it. A crisis can be so overwhelming that the first impulse is to avoid it rather than meet the challenge.

Secret #19 – The executive coach must insist that the executive focus on resolving the crisis rather than suppressing it. It is your job to “keep the crisis alive” until the executive is forced to work through it.

Secret #20 – It is very easy to confuse the triggering event with the underlying crisis it inflames. Focusing on the triggering event may amount to putting a Band-Aid on a mortal wound.

Secret #21 – As long as executives are unable to resolve the crises, they cannot be emotionally engaged in their work. The end goal of all coaching is to increase the executive’s emotional engagement with their work.

by Alan Downs