The Trusted Coach

Corporate Coaching


 At its very core, coaching focuses on future possibilities and unlocking an individual’s potential so they can achieve their personal and professional goals and operate at a level beyond what they may have considered possible.

In John Whitmore’s book, Coaching for Performance, he discusses the work of author Timothy Gallwey. Gallwey's books deal with helping athletes overcome inner roadblocks and include The Inner Game of TennisInner Skiing, and The Inner Game of Golf. His basic premise was that “the opponent within one’s own head is more formidable than the one on the other side of the net.” According to Whitmore, Gallwey’s philosophy was that “if a coach can help a player to remove or reduce the internal obstacles to his performance, an unexpected natural ability to learn and perform will occur without the need for much technical input from the coach.”

Coaching is all about helping someone to stretch themselves with a core belief that the majority of people in the work place are not utilizing their full potential or capabilities.

Whether you are trying to get to the next level in your career, are a new leader trying to develop a highly effective team, or are in a career transition, The Trusted Coach method can bring you to a new level of acheivement. 

Whats going on, what’s the story

The first stage in our coaching model is to uncover each person’s unique story. It’s the first step in developing mutual trust, rapport, joint understanding, and accountability. In this initial stage, the discussion focuses on exploring the person’s purpose. Essentially what brings meaning to his or her life. Core values, beliefs, strengths, challenges, as well as long-term vision and any possible self-limiting beliefs are thoroughly examined.

A core component of the first stage is to explore potential blind spots or gaps in the coachee’s perception and assessment of situations that involve others and themselves.

What do you want instead

If you went into work tomorrow and your role in the business/organization had been transformed overnight into the ideal position with the requisite responsibility, what would that role look like? What would you be doing differently, what would be the first sign you would notice? What would you have stopped doing? What impact would you be making? How would senior leadership react? What difference would you be making and how would your customers, clients, team, and boss notice the difference?

In thinking about that perfect scenario, the key is to pin point what needs to happen in order to create this kind of change. There will be a laser focus on what the first steps would be so that from there, we can envision a detailed plan to carry out this transformation. In specifically envisioning this change, we can then determine on a scale of zero to ten where are we now in relation to achieving our desired change.

How can you get there – goal setting

Establish a history of goals that have been achieved and not achieved. Identify the reasons for the goals that were attained and those that weren’t. Were there any common threads and is there the potential that this could impact the current situation.

List all possible goals, prioritize the goals and establish a hierarchy of targets to be achieved by the conclusion of the coaching sessions. The goals must be SMART.

A. Specific: Each and every goal must be extremely specific and stated in a positive way. The goals should be energizing and driving toward them must be motivating.

B. Measurable: How will you know if you are achieving your goals? Do you know what success will look like? Do you have a method of evaluation? Is the outcome what is most important or the journey to get to the desired outcome?

C. Achievable: Establishing an achievable goal is not as easy as it seems. You want the goal to be reachable, but also enough out of reach that it is a real challenge. You want to have stretch goals, but chunk those goals so you have successes along the way.

D. Realistic: Be honest with yourself about what you can legitimately achieve. You want to stretch, but an unachievable goal is completely demotivating.

E. Time Limited: A deadline is critical. It provides just enough pressure and creates the sense of urgency needed to push forward. Make sure you establish some sort of recourse if you do not meet your timeline.

Identify any potential obstacles and competing commitments to achieving your goals. This will involve brainstorming anything professional or personal that could potentially impede the pursuit of your goals.

Developing methods to overcome obstacles and move forward in a positive direction. Must have conviction of your commitments and decide what is fundamentally important in your life.

The Development Plan

Each coaching engagement and every coaching session will incorporate a detailed development plan. The overall plan will involve combining each step in the goal setting and skill building process mentioned above. You will also determine the benefits of achieving these goals and how they align with your personal and professional values. An assessment on the resources needed to advance your plan and specifics on the measures of success that will be used to evaluate whether or not the goals have been achieved will be a key component of the development plan. Specifics on which goals or skills are most important to tackle first as well as specific deadlines are also part of the development plan.

The action plan between coaching sessions will focus on action steps, expected results, and a specific date of completion of the steps.


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