The purpose of executive coaching at its heart is to help someone gain strategic self-awareness. This complex form of understanding oneself empowers leaders to adapt their behavioral tendencies based on their context. Supriti Bhandary, MA, executive coach at Supriti Bhandary LLC and member of the Hogan Coaching Network (HCN), uses a coaching framework with her clients by describing the Hogan assessments as both a mirror and a map. According to Supriti, “Self-awareness must lead to self-acceptance. That’s the coaching story.”

The mirror and map coaching framework balances insight and self-acceptance with behavioral adjustment and adaptation. Because the Hogan assessments describe personality with nuanced detail, a framework helps coaches and leaders translate insight into action.

Organizational outcomes improve when coaching culture is part of business strategy. Creating a coaching culture requires more than good intentions or even a mandate. Coaching culture must be modelled from the top down.

Ryne Sherman, PhD, and Blake Loepp spoke with Charlotte Saulny, CEO at Coaching.com, about how organizations can create a coaching culture.

Every organization experiences some degree of change. It’s a constant in business. This fact makes change management a key capability for leaders. How they lead through change affects their personal, team, and organizational success. It also makes responding to change a key theme in leadership coaching. Hogan practitioners can coach leaders through it by helping them build a repertoire of behavioral skills specific to a context of change.

Nobody’s perfect. Everyone has failed at some point throughout life. But while many of us try to avoid failure, some of us learn from it instead. Learning from failure involves a willingness to take risks, reflect on performance, and change.

What does it mean to coach the Hogan way? Effective Hogan coaching follows a specific protocol that is founded on principles of assessment-based coaching and a better definition of leadership. It helps leaders understand their reputations and modify their behavior for team effectiveness.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, and Blake Loepp spoke with Trish Kellett, MBA, director of the Hogan Coaching Network, and Jackie Sahm, MS, vice president of integrated solutions at Hogan Assessments. Trish and Jackie are the authors of Coaching the Hogan Way, which introduces the Hogan coaching protocol.

Assessment-based coaching is transformative, far superior to traditional coaching because it is grounded in objective data essential to the coach and the participant.

Recently on Hogan Assessments’ The Science of Personality podcast, cohosts Ryne Sherman, PhD, and Blake Loepp spoke with four-time guest Jackie Sahm, MS, Hogan’s director of product development, about why assessment-based coaching is better than any other kind.

Coaching-ul, ca si instrument de dezvoltare a liderilor, a capatat o amploare tot mai mare, piata globala de leadership development si coaching fiind estimata la peste 2 miliarde de dolari anual.

Desi aceasta piata este in continua crestere an de an, factorii care determina impactul sedintelor de coaching asupra dezvoltarii liderilor raman ne-examinati. Astfel, doar o treime din sedintele de coaching efectuate la nivel global sunt evaluate in mod sistematic pentru a determina ce le asigura succesul sau esecul.

Cati oameni cunoasteti care s-au schimbat intr-adevar, care au dus pana la capat un proces de schimbare? Eu stiu cativa, insa nu foarte multi. Schimbarea presupune un proces de invatare si dezvatare (explic in cele ce urmeaza acest termen, mai putin folosit zi de zi) pe care cei mai multi dintre noi nu sunt deschisi sa il parcurga pentru ca nu i-au inteles esenta.

Principalul impediment este dat de asteptarile nerealiste cu care se pleaca la drum, mai ales in ceea ce priveste procesele de schimbare dificile ce presupun intrarea pe un teren necunoscut, despre care nu stim mare lucru. Din experienta cu clientii mei, am observat ca tendinta oamenilor este sa doreasca ca procesul de schimbare sa se termine imediat, pocnind din degete, fara efort si daca se poate fara investitie de timp, adica „acum”. Din pacate, in realitatea in care traim, foarte rar se intampla minuni de genul acesta.

Demotivarea este unul dintre factorii cei mai nocivi pentru o organizatie sau pentru o persoana care doreste sa isi atinga obiectivele.
In practica de coaching alaturi de clientii mei am observat cateva cauze care explica demotivarea si implicit productivitatea scazuta cu care se asociaza. Uneori demotivarea, lipsa de energia pe care clientii o simt cand e momentul sa lucreze la un proiect e un semn ca se indeparteaza de drumul lor, ca investesc intr-o zona care pe termen lung nu ii va ajuta sa creasca si sa invete. Odata clarificat acest aspect, pentru acestia incepe o noua etapa, una de descoperire, in care renuntarea la comportamente familiare si asumarea de riscuri face parte din peisaj. Claritatea dobandita, faptul ca au descoperit intr-adevar ce vor sa faca, le readuce motivatia si ii inarmeaza cu energie pentru a face eforturile necesare atingerii obiectivelor.

Multi dintre cei care apeleaza la coaching vor sa schimbe ceva din felul lor de a fi, un ceva care ii impiedica sa fie asa cum isi doresc sau sa obtina altceva decat au in prezent…

Faptul ca apeleaza la un coach e un semn ca sunt intr-adevar hotarati sa se schimbe… Sa te schimbi, nu e lucru usor… Pe majoritatea dintre noi, chiar daca putini sunt cei care recunosc, schimbarea ne sperie teribil si pana nu ne ajunge cutitul la os, alegem sa traim in aceleasi rutine… Ne doare ca respectivele rutine nu ne mai aduc satisfactiile de care avem nevoie sau rezultatele pe care le asteptam, dar ne doare si mai tare frica de nou. Si in cazul celor mai multor persoane, pana durerea nu devine atroce sau nu apar evenimente exterioare pe care nu le pot controla si care ii obliga sa se schimbe, fuga de schimbare e constanta.