Performance coaching is about facilitating managers to identify their targets and empowering them to take action. Anne is an accredited coach and uses coaching to support individuals and groups to identify goals and set actions to achieve them. Coaching can be a useful tool for any individual who wants to take action to achieve a future goal. Anne’s practice is particularly helpful for cultural leaders, whether a CEO, individual practicioner or team leader.
In coaching, the most universal internal block is a lack of self-belief which can prevent an individual achieving goals. Most of us have this feeling to some degree. The particular prevalent circumstances in subsidised arts organisations may serve to exacerbate tendencies to feel self-doubt . The atmosphere around arts organisations is often uncertain, with insecurities over funding and there can be competition for funding which is influenced by the perceived success of the leader. There is constant pressure to do more, do better, be more innovative and there is constant jockeying for position. Many arts leaders perform well but few will have any place to go for challenge and support. The ‘boss’ is likely to be the voluntary chair of a charity and its exceptional for him to ‘own’ the role of ‘boss’ as in the private sector, more likely taking a back seat.
This can be a lonely space. I work with many arts CEOs lacking a confidential space to develop their own performance.
This is where coaching can deliver major benefits to the CEO and the arts organisation. By creating a safe place, where the coachee trusts the coach, self-doubt or any other issues effecting the coachee’s performance may be identified as part of the coachee’s journey to GROW.
Coaching is solution focused
Coaching always focuses on moving the coachee forward.
A coaching style is synonymous with good leadership. Coaching managers lead from behind, drawing out the highest dedication, loyalty and effort from their teams and imbuing them with the confidence to succeed.
Coaching is coachee led
Coaches are trained not to lead, judge, advise (except occasionally and with permission) or influence their coachees. Their role is to respond to the desires and expressed needs of their coachees, and to operate with the belief that the coachee has all the required knowledge to solve his or her own problem. The role of the coach is thus limited to one of a facilitator and supporter, unleashing the coachee’s potential.
Coaching is about improving performance
The focus of coaching is to enhance performance.
Coaching is about facilitating self directed learning
The coach’s role is not to advise but to assist coachees in uncovering their own knowledge and skills and to facilitate coachees in becoming their own advisors.
How coaching differs from consulting and mentoring (counselling and psychotherapy)
• A therapist will explore what is stopping you driving your car
• A counsellor will listen to your anxieties about the car
• A mentor will share tips from the experience of driving cars
• A consultant will advise you on how to drive the car
• A coach will encourage and support you in driving the car
Coaching can help a an individual to find a solution to a particular area of leadership, management or practice which is troubling them, or a dilemma or a difficulty they wish to overcome.
I comply with the Association of Coaching Code of Ethics and all sessions are confidential
Contact me for more information