Emotional Intelligence Coaching: Improving Performance for by Stephen Neale, Lisa Spencer-Arnell, Visit Amazon's Liz

By Stephen Neale, Lisa Spencer-Arnell, Visit Amazon's Liz Wilson Page, search results, Learn about Author Central, Liz Wilson,

Emotional Intelligence training examines how feelings and behavior can effect functionality. Emotional intelligence can help coaches recognize how attitudes -- either their very own and their consumers' -- prevent people from reaching their capability and the way to replace them with extra important attitudes, emotions and strategies. The authors current a few of the versions and tools that coaches can use to aid them turn into more emotionally clever whilst coaching.The e-book explains the elemental ideas of emotional intelligence and the way those relate to training for functionality. It comprises sensible actions for training, in addition to interviews with coaches who use emotional intelligence as a part of their training approach.

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Additional info for Emotional Intelligence Coaching: Improving Performance for Leaders, Coaches and the Individual

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Do you have a high level of self-regard? 3. Are you open to suspending your own judgements and assumptions and keeping your own agenda out of a coaching conversation? 4. Do you regularly listen to your own feelings and check how they affect your behaviour? 5. Are you open to learning the necessary skills and committing to ongoing learning and development to broaden your view of the world? NB: in Chapter 5 there are more detailed questionnaires for you to complete about regard and awareness levels.

Putting forward the case for coaching So you think coaching is an ideal component to support the growth of your organization. What now? Once you’ve considered the points above, then it’s time to move on to the practical elements and put together a case to present to your board for consideration. Let’s take an example of what a company did to present its case for coaching. While you’re reading this, look out for the seven-step process we use to help organizations decide on the viability of coaching.

Jim was brand new to the organization and he needed information and knowledge that he had no way of knowing. He needed Jeff to tell him, which was much more of an information giving/mentoring session. If Jeff had asked Jim about the processes and objectives, it wouldn’t have worked as he simply wouldn’t have known. Coaching isn’t the best intervention in this situation; training, telling and mentoring are more appropriate. Jessica on the other hand knows her job well and it was much more appropriate for Tim to coach and ask questions about what she could do to develop things.

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