Transitional Coaching - From a number of coaching relationships over the last couple of years I've develop the term 'Transitional Coaching'. Transitions have proven to be very high leverage times for an organisation and an individual to invest in coaching. 'Just promoted' or big project responsibility are vulnerable times for individuals and potentially for a business. Providing external coaching for a few months is a very sound and focused investment.
Transactional Analysis revisited- I first used the models of TA back in the 80's in ICL, excellent stuff and have found myself using it to increase awareness and choice in coaching relationships since, especially with the Emotional Intelligence link with JCA's Individual Effectiveness tool. I recently went on TA 101 with Rosemary Napper and how wonderful to go right back to the model from very close to source. Especially with someone who knows it backwards/forwards etc. It's confirmed my belief that the patterns of relating that we develop in childhood affect not only the more profound relationships in life but also the minutia of how I relate to the world hour by hour - and a small shift in that underlying pattern can make a big difference at work and play.
Tailored 360˚ - Using JCA's "View 360" with NHS Directors and Assistant Directors. An excellent tool with all the normal 360 features, but you use your own (or NHS London in this case) criteria. From some people's experience with other 360s, it has also emphasised the need for the clear structures and processes around 360 to ensure confidentiality and safety whilst also being able to meet organisational needs for group analysis.
Outsourcing Values - An interesting personal experience of customer service being outsourced to an organisation that had the procedures, but not the values and feel of the company I had bought from. Quite a challenge to 'outsource values' and they come over in the personal relationship built up within seconds!
Phil - May 2010
