Coaching & Training PART THREE

In Part Two, we said that to pursue a goal requires a binding relationship between the situation, thoughts, emotions, and behaviour.

And the best framework to adopt is to approach coaching with emotion and logic working in tandem.

In this part we will complete the logic and emotion equation and set the scene for moving on to the crucial coaching process of how to use questions with insight.

But first, let’s complete the discussion logic and emotion.

It seems many coaches are hesitant, unable or unwilling, or lack the confidence to negotiate the best emotional state for a person to be in to achieve a desired target.

Emotions are frequently treated as peripheral to the coaching process.

If you stop for a moment and think of the phrase “desired target”, it is plain that we have a collective emotional and logical combination that makes perfect sense when we want to achieve something worthwhile.

It’s a target, so steps to get to the target exist, and it is desired which, of course, creates the passion to go and get it.

Now all outcome-based thinking requires knowing what the person needs to do to get the result.
This is hard fact.

Thomas Gradgrind in Dickens’s Hard Times would be nodding his head in agreement.
But it’s not enough.

A coaching framework based on emotional intelligence will allow a coach to guide cognitive activities such as planning and problem solving with the optimal emotional behaviours to reach the desired outcome.

So, emotions and thoughts are mutually dependent.

A super coach highlights the relationship between emotions, thoughts and behaviours.

It is crucial to recognise that certain types of thinking and actions require tailored moods to have the best chance of success.

I think we all recognise that at heart we are creatures of habit.

When we are faced with a problem we naturally look for answers using our own experiences in dealing with something similar.
So, we rely on what is familiar.

However, when a problem is unfamiliar we have difficulty finding an answer simply because we have no experience to fall back on.
The answer is not where we are looking.

By asking powerful, well-constructed questions, you can get a person to create a new way of using their resources and experiences.

This process could even lead to creating new neural networks.

They will be surprised to learn they have answers they never realised were available.

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