Tom Watkins Coaching

[...] water. Mostly they’re a constant, unnoticed system in which we conduct interpersonal relationships. And it’s never just us involved: we inherited many of our practices [...]

[...] for which the parties have equal responsibility. Rather than focus solely on the content of coaching sessions, coach and client should have a shared […] [...]

[...] A constructive workplace coaching relationship (one that serves to improve, is practical and productive) depends on [...]

[...] ;Which are useful assumptions are for you to determine.  Use this extract from my Coaching Practices guidebook to shed light on and clarify yours. It’s important  that you remain [...]

[...] to this question at the start of any significant relationship, before the first inevitable important disagreement. Attempting this while arguing is like trying to fix an aircraft while [...]

[...] Our coaching practices reflect whatever assumptions we hold about the process, the relationship, our role, the [...]

[...] about the process, the relationship, our role, the client’s,  and the wider workplace context.  Which are useful assumptions are for you to determine.  Use this [...]

We form teams to increase performance through the capture of synergy – combined performance exceeding the sum of all individual members’ e [...]

[...] ” and commitment to plans for developing and monitoring the presence of teamwork. Many workplace teams lack these elements and are team in […] [...]

[...] it difficult and delegate insufficiently or not at all?  What are their practical and attitudinal obstacles? We […] [...]