A Perfect Partnership: The High Performance Coaching Relationship

A Perfect Partnership: The High Performance Coaching Relationship
Imagine that tomorrow you meet someone who you will readily
welcome into your life. This is a very special kind of
person, one who looks right past the superficial parts of
your personality, your typical defenses, the insecurities
you've worked so hard to mask, and the failings you're
ashamed to admit, let alone accept. Imagine that this new
person sees all of you and simply accepts you for who you
really are -a unique individual who wants to be special,
make a contribution, and use their most precious talents to
make a real difference in the lives of others. At the same
time, this new person also sees how your personality,
defenses, and insecurities get in the way of you performing
at your best. This person knows when you subtly sell
yourself short in your work and career, in pursuing your
passions and dreams, and in your expectations for the
future. And she won't let you get away with it any more.
She cares about you too much to let this continue.

Because this person sees the real you and cares, she will
not accept anything less from you than your very best. With
a deep appreciation for who you are, this person confronts
you with a level of honesty that does not allow you to deny
the truth of your potential. At the same time, she
recognizes clearly that this is your challenge -not hers.
The only thing that's certain is that she is going to hold
you accountable for becoming the very best version of
yourself.

What would it be like to have just such a person so
completely on your side? Now, imagine what it would be like
to be that person for others.

The Power of Appreciation
The power of a positive, appreciative relationship is not a
recently discovered principle of human behavior. Socrates
and Plato both believed that all individuals possessed
inherent wisdom and talents, and could make significant
contributions to humanity by focusing on and developing
their gifts.

In modern Western thought, the idea can be traced back to
the 1950's, most notably in the work of psychologist Carl
Rogers. Rogers believed strongly that a climate of trust
and respect was essential to facilitating a person's
ability to develop in a positive and constructive manner.
He created a therapeutic model around this theory which he
called client-centered therapy. "If I can provide a certain
type of relationship," Rogers explains, "the other person
will discover within him/herself the capacity to use that
relationship for growth and change, and personal
development will occur." Rogers' theory garnered much
attention among psychologists in the 1950's and 1960's, and
it remains influential today to the practice of high
performance coaching in the workplace.

In 1987, David Cooperrider and Suresh Srivastva published a
ground-breaking paper entitled "Appreciative Inquiry in
Organizational Life." In it, they outlined what they
called the Appreciative Inquiry (AI) method for
organizational change and development. Essentially, AI
takes Rogers' ideas about client-centered therapy and
applies them to organizations instead of individuals. As
its name suggests, AI aims to identify, support, and
perpetuate the very best in an organization through
structured questioning. The authors recognized the
motivation people gain from their own visions of success
and suggested that pointing out and celebrating success in
an organization, rather than focusing on flaws and
failures, resulted in greater improvement in overall
performance. According to Cooperrider and Srivastva,
"organizations change in the direction in which they
inquire." An organization which looks for problems to fix
will find and focus on problems; one which seeks out the
positive things within itself will succeed in identifying
all that is already working well and therefore can focus on
doing more of those things.

Even in the most difficult of times, we can find signs of
life and hope if we look for them. The things we choose to
pay attention to and the attitude we have toward change and
development can make all the difference to the results we
get. Whether our focus in on the individual or the
organization, performance improves when we focus on our
successes, talents, passions and the future potential which
exists.

The Expectation/Performance Connection
Consider for a moment the people with whom you work most
closely. Who would you classify as your A players? Your B
players? What distinguishes these groups from one another?
What characteristics are shared by A players? What do the B
players have in common? What thoughts do you have most
frequently about each group?

Now consider this: they know how you rate them.

Whether you express your assessments verbally or not, the
people on your team have a pretty good idea into which
category you have placed them. We're always more
transparent than we would like to believe; the truth is we
communicate our opinions quite clearly, often
unconsciously, through a variety of verbal and non-verbal
cues. For example, we will change the tone of our voice
depending on whom we are addressing. Or, we will avoid eye
contact with some while granting others our full attention.
More often than not, the people around us know what we
think of them and -here is the crux of coaching -people
live up to or down to our expectations of them. When we
think of others as unmotivated, incompetent, or
unintelligent, they know it and will typically resent us
for it. They will dislike working with us and will attempt
to avoid us whenever possible. However, when we think of
others as unique, talented, and developing, people know
this as well and will respond accordingly: they will like
how they feel about themselves in our presence. They will
desire to work with us, and will grant us their
discretionary effort. They will allow us concessions they
will not allow of others. We will have gained their loyalty
-a rare commodity today.

If we want to coach others for exceptional performance, we
begin by thinking well of them. Only then can we heighten
their awareness of their value, strength, and performance
potential. By bringing an appreciative attitude into our
relationships, we help others overcome the limits they have
imposed upon themselves, and significantly expand the
possibilities available to them. Great coaching leaves a
legacy of people who know their greatest strengths and as a
result, have the internal motivation to seek opportunities
in which to deploy them.

A Perfect Partnership
The high performance coaching relationship is a Perfect
Partnership: it is a relationship that sees others at their
very best; challenges them to examine their own gifts,
talents and aspirations; and ultimately, holds them
accountable to become the very best version of themselves.

Try This: Think of one person with whom you work. What
untapped potential do you see in them that they might not
see in themselves? Make a point to tell them today. Find
one opportunity to do this each day until it becomes a
leadership habit. Notice how people change in their
relationship with you.

----------------------------------------------------
Gregg Thompson is President of Bluepoint Leadership
Development (http://www.bluepointleadership.com ) and
author of Unleashed!: Expecting Greatness and Other Secrets
of Coaching for Exceptional Performance
(http://www.unleashedcoach.com). He can be reached at
greggthompson@bluepointleadership.com

Working At Home - Degrees Of Isolation

Working At Home - Degrees Of Isolation
Do you dream of being your own boss and being able to work
at home running your own business? Many people who dream
of being able to work at home, overlook the degree of
isolation they will experience when working at home, and
don't stop to think about how well-equipped they are to
deal with it. Your ability to cope with isolation will
depend upon your personality. The degree of isolation you
are likely to experience, and the way you will be able to
cope with it should be given careful consideration before
you commit yourself to a work at home career.

There are two basic elements to consider before you choose
a home business: 1. how happy you are when you are alone
for long stretches of time; 2. how much time you will need
spend working on your own .

You need to be careful to decide how much time alone is
enjoyable and how much would seem unbearable to you. We
are all different in the way we react to being alone. Some
people are perfectly happy to live an almost reclusive
existence while others start yearning for company after an
hour or so alone. It is important to realistically assess
which of these types is nearest to your character before
looking closely into possible home business ideas.

The joy of being your own boss will not last long if you
are the type of person who needs prolonged daily
interaction with colleagues but have chosen a home business
which requires you to spend most of the day working alone.
Don't let yourself fall into the trap of thinking that it
will be different when you are working for yourself:
personalities do not change that dramatically. If you are
an extrovert who needs to be with other people for most of
your waking hours, you won't suddenly find yourself
overjoyed to be a hermit just because you are working for
yourself. Being your own boss brings many changes but a
complete personality change is not one of them.

Running your own business from home does not necessarily
mean you will have to spend all day, every day as a
prisoner in your own home. We often use the phrases
"working at home" and "working from home" as synonyms but
there are plenty of businesses that you can run "from home"
without actually spending much time "at home". In fact, as
a home based business owner, you might find you spend less
time at home than you would if you were working as an
employee at someone else's business premises.

Think of all the self-employed plumbers, electricians,
landscape gardeners, decorators, mobile nail technicians,
car valet services and repair services of all kinds. These
business owners do all their actual work outside their own
homes, the only part of the business that takes place "at
home" is their paperwork; even appointments are usually
booked via a mobile or messaging phone service.

At the opposite extreme are the people who use the Internet
to work at home. Their business is conducted entirely
online and usually in solitude. A person with a home based
Internet business can spend anything from a couple of hours
online each day up to (and sometimes over) a full twelve
hours. The time required depends upon the type of business
and the personality of the owner. If you work online as,
say, a virtual assistant, your business might involve
fulfilling orders at short notice and you will need to
choose whether to put in some extra hours of work or to
decline the job (and possibly risk losing a customer for
good).

In between these two extremes there are home based
businesses where you spend part of your working life at
home and part of it mixing with other people. For example,
if you have your own sewing business at home and specialise
in making garments to order, you will have contact with
your customers when fittings are needed. If you have a
home based craft business, you could spend up to half your
time travelling to craft fairs and selling your products
there. Working as a personal fitness trainer or providing
any sort of tutoring will involve a high level of contact
with clients.

There are endless ways to make money working at home, so
there is no need to rush into starting a home business
without carefully considering every aspect of what it takes
to run your own home business. Don't forget to include an
assessment of your isolation tolerance level.

----------------------------------------------------
Elaine Currie is the owner of the Free Work At Home
Directory at http://www.huntingvenus.com and author of the
book Ezine Article Writing - 10 Steps To Success. You can
download the book free of charge in pdf format at:
http://www.huntingvenus.com/free_ezine_articles_writing_eboo
k.shtml

Could You Really Create a Marketing Plan in Just 7 Minutes

Could You Really Create a Marketing Plan in Just 7 Minutes
If you want to win in any field of endeavor, you need a
better plan than your competitors.

In business, the lack of a good marketing plan is a key
reason why most businesses fail in their early years.

Most business owners create a product or service then they
go out to the world effectively saying to everyone 'buy
mine, buy mine' and hope to succeed.

Yet it really doesn't have to be like that.

The problem is that most people make the idea of having a
marketing plan so complicated that it just never happens.

The truth is a marketing plan has to be easy to develop and
implement. Otherwise you will either never start on it or
never do anything with it.

It has to meet some basic standards. For example, it should
be written, resourced, measurable and timed.

But it doesn't have to be a large document and it needn't
take long to create.

If you are disciplined, you really could create an
effective marketing plan in seven minutes or less.

Seven minutes is better than no time at all.

And it's better than spending seven months planning without
taking any action.

If you spend just one minute thinking about each of the
following seven issues, you'll already have the basis for a
strong plan.

1.Without a clear sense of direction in your business,
you'll be unfocused and uncertain about what to do. So you
need clear 'objectives' for what you want from your
marketing.

2.The first and most obvious secret of successful marketing
is having a product or service that people want to buy so
you need to be clear about your 'proposition'.

3.The most successful businesses usually don't try to be
something for everyone. Instead they recognize the value of
focusing on a specific part of the market – so you
need to be clear on your 'niche'.

4.You need to stand out from the competition in a way that
is attractive to your market. This is your 'positioning'.

5.You need to have a consistent 'message' that appeals to
people and that you communicate effectively.

6.When you know your message, you have to choose the right
'tactics and tools' for getting it across.

7.Finally you need to pull these tactics together into an
easy-to-follow 'calendar'.

With the right approach, this really is possible in just 7
minutes. But the truth is you'll get the best results by
investing a little more time. Try 7 minutes on each of the
7 issues. The secret is to follow the process quickly and
then keep coming back to it regularly to improve your
answers.

Of course, having a plan is only the start.

The most important thing is just to take action.

If you do that on any of the points we've covered here,
you'll be amazed at how quickly you see results.

----------------------------------------------------
Robert Greenshields is a marketing success coach who helps
entrepreneurs and independent professionals develop the
success mindset and marketing strategies for a better
lifestyle. For his 7 top tips on earning more and working
less, visit http://www.MindPowerMarketing.com

Job Interviewing and the Blind Date

Job Interviewing and the Blind Date
There are several similarities between dating and
interviewing. Observing two scenarios - Bob's blind date
and Judy's first interview demonstrates some behaviors in
either situation that are positive and negative. Imagine
Bob in the interviewer role in the blind date situation and
Jane as the candidate in the job scenario.

1. Before the interview thinking

Bob: "I really need someone in my life and I am willing to
take anyone who is a warm body."

Jane: "I really need a job - I'm so desperate, I'll take
anything."

"Desperation vibes" can be spotted at first site. Avoided
by staying focused on the experience and not the result.

2. The first impression - chemistry

Bob feels the connection with his date - "She is exactly
what I have been looking for."

Jane gets a negative feeling from the interviewer - stiff
and formal.

Chemistry is felt and an opinion is formed in the first few
minutes of a meeting, based on appearance, and body
language.

3. Getting to know each other

Bob watches and listens intently to confirm his first
opinion of his date.

Jane can feel the interview turning around as she answers
the questions with specific examples of her past successes.

First impressions are not always the final ones. Both
processes are conversations to learn if there is a match.

4. Questions - similarities, differences, values, qualities

Bob has a million questions he wants to ask. "Do you like
music, dancing, movies? Italian food?"

Jane is asked if she has questions. She answers, "No, I
think you've covered the basics."

You need information to decide whether to take this
relationship to the next level.

5. Past experiences stories

Bob is learning about his date by the stories she is
telling about her past experiences.

Jane gives specific examples of her past work, letting the
interviewer know she had similar experiences.

Stories are the proof that you have "been there and done
that." Stories reveal patterns.

6. Red lights blinking warning!

Bob's date begins to talk about her ex-boyfriend in a
negative way.

Jane left her last job because of her boss. She avoids
saying anything negative.

On a date, or in an interview, it is best not to bad-mouth
former relationships.

7. Introduction to the "family"

Bob is excited about introducing his date to friends and
family.

Jane is given a tour and introduced to potential peers.

The next level is to meet the other members - friends,
family, co-workers. Don't under-estimate the impact of
"third party" feedback.

8. The competition

Bob continues observes his date and mentally compares her
with others.

Jane is told that there are five candidates for the job.
She starts to panic, thinking that all the other candidates
are probably more qualified than she is.

Faulty thinking about the competition is a mistake. You are
unique and should be able to convey your strengths and
positive qualities.

9. The call back - the waiting

Bob says he will phone about another date.

The interviewer tells Jane that the hiring decision will be
made next week.

Waiting for a call is one of the most difficult parts of
either process. Trust in the process and let whatever is
going to happen occur.

10. The offer/commitment

Bob calls for a second date and she accepts. Time will tell
whether that original spark will continue or fizzle.

Jane waits two weeks for her call back. She is offered the
position and accepts.

Not every date will end in a commitment or even a second
date. Not every interview will end in a job offer.
Sometimes it just doesn't work - for whatever reason. Let
go and move forward.

There will be other dates and other interviews.

----------------------------------------------------
Carole Martin is a celebrated author, trainer, and mentor.
Carole can give you interviewing tips like no one else can.
Try her practice interview and pick up a copy of her FREE
9-part "Interview Success Tips" report by visiting Carole
on the web at http://www.interviewcoach.com