Coming out UNSTUCK in a coaching conversation

Ever wondered why do coaches get stuck whilst in a coaching session?

I have been consciously exploring why this happens to coaches and consequently engaged with a group of coaches in reciprocal and mentoring sessions. Most mentoring sessions do not end without a simulation. I play the role of a client or the coached. My mentee’s invariably start the session post seeking permission and the right to coach by asking their favorite powerful question ‘what is that I would like to accomplish in today’s conversation?’, to this I state my objective. The next immediate question is ‘what made this goal very important for me?’, ‘what’s was the critical success factor?’ and so on.

Great questions are those, because it gave me the coached the opportunity to clarify how important it was for me, what’s the current status Vs the preferred status, and what did I foresee as obstacles. The information is detailed and factual. When this information was provided the coach invariably went silent. Umm, I would say to myself and wait for the response. 4 of 5 continued to be silent, and I chose to ask them if I was explicitly clear to them about my goal, the degree of importance, my current location and the obstacles which I had perceived. The answer was invariably ‘YES’. If I was understood and the coach was completely / fully present with me, what was happening to the coach? what made them keep silent? I am able to appreciate the silence, as the coach probably wants the client to speak. Ok, good. On another thought, I have checked if I was understood and that I had no further information to share, until the coach wants some more finer details.

I felt, the coach would press for information if he wanted, since there were no questions I enquired with the coach ‘what were they experiencing?, a here and now kind of experience. Almost all of them said, they went blank. Blank?? I queried, they said yes. They said they didn’t know how to progress further? So I continued further by asking them ‘What were they thinking then?’, the response which I received was, ‘well you seem to have thought through the situation so intently that I am unable to ask you or explore with you any further’. The situation invariably culminated into a scene where the coach’s thought process either aligned or was exactly the same as what the client was thinking. When such a situation arise, the coach is unable to think of an alternative option of asking the client to change the thought process.

Robert Hargrove in his book on ‘Masterful Coaching’ speaks about the thinking process which the coach is involved in when he listens to the client or when he works with a client. The thinking process of the client very often is akin to tunnel vision, therefore the client is not able to see beyond the boundaries of the tunnel. Instead Hargrove recommends that clients must be helped to use the funnel vision thinking process. When the coach is objective, demonstrates ability to establish the boundaries of the client’s thought process, and is appreciative of the client the coach is able to think in a funnel fashion, else the coach will get into a tunnel thought process which limits the possibilities.

In my view, it is important for the coach to develop powerful questions here; recall I had talked about powerful questions sometime back wherein I said every question has possible endings, every question facilitates the client to think and develop newer alternatives. Now, that’s powerful question.  Getting back to the situation above, the suggestion for the coach to consider are;

1. Appreciate the client’s thought process

2. Appreciate the client’s ability to plan the conversation

3. Ask the client what question would he like you to ask him here?

4. Ask the client what assumptions he was making?

5. Ask the client what arguments did he consider?

6. Ask the client ‘so what & now what questions’

7. Ask the client what conclusions made him derive the perceived obstacles (mind you it is the client perception and his mind at work, whilst your mind is only perceiving, synthesizing, assimilating & asking questions)

8. Perhaps even tell the client, what you have understood.

9. Be intuitive, use your imagination and ask or challenge the client and so on.

These suggested questions are no conclusive, but will definitely help the coach to think differently and help the client also consider multiple perspectives rather than getting into tunnel vision.

 

What are the possible benefits of asking questions?

Well, needless to say, you as a coach would have made a significant progress with your client and facilitated the client to consider multiple perspective which he was previously not visualizing, and help the client making informed decision. In the process as a coach, you would have helped your client through a double loop learning by asking – what, so what and now what kind of questions. The key to coming unstuck as a coach is to be focused, appreciate the output as the belonging of the client, dance in the moment and be fully present. Those are the keys to coming out Unstuck in a coaching conversation.

On another note, I would like to clarify that these are my thoughts which are in no way inclusive of all other thoughts which you might have. Consequently, I would be more than happy to engage with you and your thoughts as well. Do share your thoughts through a dialogue in the comments section.

May I acknowledge the professional of helping people to effectiveness which has provided me with opportunities to share my insights with you and the rest of the world, the internet medium for granting me an opportunity to present my thoughts, the spirit of inquiry in you to read and share mutual thoughts, the spirit of learning, the community at large and the unknown.

Not all want to be Coached!

Ever wondered why people resist coaching?

Given the access to text books, google and other variety of encyclopedias people know that  coaching is a dyadic relationship between the client and the coach, wherein the coach facilitates and act as a catalyst to help the client to;

• establish newer alternatives to the situation in order to progress from ‘as is’ to  ‘to be’ state
• accelerate performance to accomplish greater productivity
• live purposefully
• become self & role aware, & so on

Great, this awareness makes the job of coach a lot more easier because the client knows what to expect from the coach.

Despite that there is resistance to coaching, why? I decided to explore further to establish the reasons for the resistance.

Background: my coaching practice predominantly comprises of clients who are sponsored by the corporate organizations. Okay, so what? The fact that my coaching clients are corporate sponsored executives, means that

• Most often the client is unsure of what the process is all about?
• How did this intervention emerge as a need? What are the benefits?
• Will the coach share information about me with my company / boss?
• Will the coach be another manager to contend with?
• Will the coach help me or will he be another barrier in my path?, etc

The information shared above were called out of my data base, when I was hired as a coach.

My approach: I have always made it a point to ask to be interviewed by the potential client, so that both of us get an understanding of each others expectations. Most often this session is facilitated by the client’s manager or the workforce ‘Development Head’. In this session the client asks questions such as;

1. What is coaching?
2. What will you coach me on?
3. Who have you coached before?
4. How does the session work?
5. What do I do if I don’t find practical value of what you do with me?
6. What will you teach me?
7. How do I measure the outcome?
8. How many sessions?
9. What is the duration?
10. My work session is so tight that I don’t find time, how do I attend the calls or schedule a meeting with you?

the above are only a representative list of questions, I am told coaches have found a lot more intriguing questions. Someone once asked the coach to coach his boss, as his boss was the impediment. On another occasion a client asked the coach to find him a suitable job opening.

I was amazed at these experiences as these are a marked deviation from the coaching contract. Remember the definition of coaching is, it is a dyadic relationship between the client and the coach, wherein the coach helps the client establish and action appropriate alternatives that are valuable to the client, besides the client feeling empowered and motivated. In other words, coaching is a process that leads to change.

What is Change?

Change in my view is a process which leads to becoming different. Or it is a process of transformation wherein the present form is an outcome of transformation of the past. This transformation process is change. Coaching involves change. The client presents his problem statement or story, to the coach. The coach in turn asks the client for the desired state. The client establishes this desired outcome as part of the pre-coaching conversation planning. The coach in turn asks the client to establish suitable alternatives which would help transform the present form into the desired form. Once the client establishes, the coach in turn inquires into the clients capacity to go about the process / task, what awareness the client has and what resources are required – intellectual, human, material, equipment, time, cost, etc. This is a very crucial moment in the coaching conversation. The client experiences vulnerability and therefore loss of perceived control of the situation. In various studies on human behavior to change, Falcon T Napier stumbled upon humongous data. After reviewing many literature’s, he concluded that ‘Human beings are not resistant to change, but they resist loosing control!’.

In coaching conversations, the client’s vulnerability is exposed. This vulnerability indicates the failing facade of the client, which makes it tough for them. The child in the adult is now exposed, with the client standing bare. The control is moved out and the client feels helpless. This feeling is painful for the client, which therefore makes client refuse coaching.

There could be other possible reasons for clients refusal to be coached or client not showing up for the call or the client acting busy. Few years back, one of my client organization decided to coach its senior managers. The process was started and dropped mid way, after it was established there was growing dissonance amongst the managers. Before the process was dropped, it was noticed that managers would commit and not show up, or got busy into adhoc meetings on the appointed day. Adhoc meetings were important fire fighting meetings where in tough decisions had to be made in order to sustain business interests. Coach had to wait or decided to reconvene the conversation to another. The clients were apologetic, but the coaches were frustrated after waiting for hours together. A survey was initiated and interesting insights emerged. The findings ranged from;

1. In the changing business times, we had to prioritize between present Vs future.
2. Coaching can wait, customer can’t.
3. I am happy being myself, I don’t see the reason to change. ( it turned that the coach had asked the clients to develop their resume keeping in mind their future).
4. The coaching conversation did not conclude in the planned time, whilst the coach’s view was that people did not prepare for the conversation and hence they had to re-contract and provide feedback on each instant.
5. The coach does not know about my nature of  business, and hence he is not able to add value to me.
6. I have to educate the coach about my business before I get coached, this is waste of my productive time.

Those again, were some representative list of information shared above.

Why do clients not want to be coached?

Clients are not resistant to coaching, but they are resistant to being vulnerable. The process of coaching facilitates the client to take a sneak peek into self in relation to the role they play. The process of establishing the gap between self and role is painful for some, whilst it is a pleasurable moment for others. The fundamental difference is that the ones who are feeling empowered are consciously aware of self & role. They take pride in working on their strengths such that they have little time to set sight on their vulnerabilities. They have mastered the art of collaborating with the constituents of the environment, and leverage on others strengths which complement them in their walks of life. They whole heartedly seek coaching to move on their successful life and career path, whilst the others dread to take that path.

Blame it on attitude, blame on lack of awareness, blame the coach spare the client and whatsoever. The fact is people are not resistant to change, but they resist loosing control.

As a coach, Contract better. Tell your clients what to expect, prepare your clients to overcome limiting self belief’s, help them transform into empowered individuals.

Creating Powerful Questions

I got a call from a member of the mailing group after posting the note. He wanted to know, what it takes to be able to prepare powerful questions.

Okay, here we go.

In order to ask powerful questions, one needs to ensure the following

1. Listen actively, practice L5 listening. Do not judge the person, don’t let barriers to develop between you and the coached.

2. Be fully present with the client.

3. Observe the client (if in person), else listen intently for tonal cues.

4. If the client has gone a long monologue, summarize your understanding.

5. Pick one point from the client’s statements and ask – what it takes to achieve…….., what makes it so important ………, frame a what question

So the secret to framing powerful questions is

LIsten, LISten, LISTen, LISTEn, LISTEN…….., ensure you are fully present, clear the space before hand by eliminating any possible barriers

1. be it physical,
2. be it psychological,
3. be is semantic

Be Fully PRESENT, that’s what is going to help you ask powerful questions.

Good luck and happy practicing.

Rgds – Sai

Creating Powerful Questions

I had earlier written a quick post on powerful questioning and its purpose. As promised I am back with some examples and how one could frame powerful questions.

Do you recall the 3 attributes of powerful questioning? Well here they are;

1. The question assumes that there is an answer to the problem
2. The question provokes thought to begin to create answers or solutions
3. The question digs below the surface, and thereby invites a more encompassing solution

I am going to articulate some examples, though the questions are not all inclusive but I believe they would give you a direction to frame powerful questions.

1. During one of my recent executive coaching assignment, my coachee came up with a problem; as a consequence to the feedback which he had received from his boss

Coachee’s Statement

Powerful Questions

‘I have recently joined the company. I find a lot of difference in workforces approach to work here as opposed to my previous organization. I have to constantly remind them to be goal focused, despite that work is never completed on time and I often find myself having to remind. This has been observed by manager, and he tells me to go easy with people for he feels I am being to tight and task oriented. This whole thing about tolerating bad performance and me being seen as a bad manager is frustrating. I feel pointless in having made a choice to quit my previous job.’

What could you be doing to feel settled at work? What could you be doing to get your workforce realize the importance of timely delivery? What is it going to take for you to demonstrate your superior managerial abilities to your boss?

2. In another case, a coachee remarked that his manager feels he is very authoritative & aggressive with his people.

Coachee’s Statement	Powerful Questions
‘Look, I have been in the industry for the last 18 years. I have not had a single instance when people felt threatened in my presence. I have always had cordial relationships with my team and its interfaces, yet my manager has given this feedback of me being aggressive and authoritative with people. I am worried that this would be recorded as a critical incidence in my appraisal.’	What critical incidence are you talking about? What could it take for you to demonstrate that you are good at working with people? What would it take for you to reverse your manager’s opinion about your people orientation?

1. In another instant, a coachee once remarked that his company had hired a new co-manager. He was afraid of the competition as a result of the new hire.

Coachee’s Statement	Powerful Questions
‘I have always been successful, however during the recent past we had a new joinee as my peer. My boss in the new hires inauguration remarked that he really looked forward to the new hire growing with the company and possibly heading the department one day. I now feel used and dejected’.	What does it take to become the head of the department? Where would you rate your abilities to become the department head? What does it take for you to stake your claim to be the department head?

More often people get drawn into a complaining trip. They are busy contemplating how bad the situation is and how difficult are their problems. Unfortunately, they never progress to sorting out things. The focus of a coach is to move people from where they are to a place whey can determine definite solutions to their current dilemma and act on them. This process is accomplished through ‘Powerful Questions’. I suppose this is a natural part of the coaching task, which can be of great value to the individual being coached.

Happy powerful questioning.

Rgds and best wishes – Sai

I got a call from a member of the mailing group after posting the note. He wanted to know, what it takes to be able to prepare powerful questions.

Okay, here we go.

In order to ask powerful questions, one needs to ensure the following

1. Listen actively, practice L5 listening. Do not judge the person, don’t let barriers to develop between you and the coached.

2. Be fully present with the client.

3. Observe the client (if in person), else listen intently for tonal cues.

4. If the client has gone a long monologue, summarize your understanding.

5. Pick one point from the client’s statements and ask – what it takes to achieve…….., what makes it so important ………, frame a what question

So the secret to framing powerful questions is

LIsten, LISten, LISTen, LISTEn, LISTEN…….., ensure you are fully present, clear the space before hand by eliminating any possible barriers

1. be it physical,
2. be it psychological,
3. be is semantic

Be Fully PRESENT, that’s what is going to help you ask powerful questions.

Good luck and happy practicing.

Joining the ‘Reciprocal Coaching Clinic’ on 18th Sept 2010, register now by mailing C4E – coach4excel@gmail.com

Rgds – Sai

Powerful Questioning

Earlier, I had defined coaching as a conversation between the coach & the coachee. The conversation center’s around the coachee’s agenda. The key aim of the coach is to ensure that the coachee leaves with a solution to his problem or has had an ‘aha’ experience as a result of the conversation with the coach.

Most often during a feedback session as a result of the coaching simulations, there are statements which are made w r t ‘the powerful questions’, the coaching comrades make statements such as;

1. The questions were not powerful enough
2. You could have made the questions more powerful
3. I sensed a lot of powerful questioning, and so on

This obviously stems form the realization that ‘Questioning’ is one of the fundamental skill around which the entire coaching process hinges upon and so do the outcomes of the coaching process.

Agreed, asking questions is a fundamental skill. However, my quest was to establish and differentiate questions and powerful questions. Thus began my literature research and my rumination into behavioral event interview; ‘A situation where the interviewer paints a work situation or asks the interviewee to define a task carried out by them, how the person in question identified solutions to a work related problem and went about implementing them to effectiveness, how did it feel to have accomplished the results, etc?’. The interview remains an intent listener observing the behavior, the voice inflection, etc to establish the positive & negative behavior which could be replicated for success at work or which might possibly hinder task accomplishment if the person was hired. Essentially this is a process of confirmation. The key skill in this method of interviewing is ‘Questioning, whole system Listening (I call it this way because you are listening with all your sensory organs).’

In my journey to differentiate questions as – information seeking ones from Powerful ones, I chose to review the ‘The Coaching Manual’ by Julie Starr, as this was readily available. I must confess that Julie Starr has communicated mostly in simple understandable English. Let me illustrate both the questions in form of a conversation below; we will pick up  the conversation from a point after the initial ice breaking

Coach: So ‘x’, what would you like to be coached on today?

Coachee: I have established a set of goals which I would like to accomplish during these coaching conversations with you. However today I want to focus on my career enhancement.

Coach: Well, could you  be more specific? What do you intend in achieving?

Coachee: I am now a regional manager, I want to become head of a zone, where I will have control over 3 regions and get to closely work and supervise the efforts of 3 regional managers and their teams.

Coach: So you intend to become a Zonal Manager?

Coachee: Yes! I want to be a Zonal Manager. I have the experience and the service.

Coach: By when do you want to become a Zonal Manager?

Coachee: I want to accomplish this position by the end of this business year.

Coach: Good. Could you help me understand the job of the zonal manager?

Coachee: Yes. The job the zonal manager involves controlling the efforts of 3 regional managers and 18 business development executives. Besides that, the geographies are large and you get to meet a variety of people and distributors. However the responsibility of the zonal manager is higher, as he is responsible for the entire zone’s revenue, market share & profitability targets.

Coach: How important is this goal for you?

Coachee: Extremely important. I would say this is my top most personal agenda.

Coach: On a scale of ten, where would you rate your abilities to meet this goal?

Coachee: 6.

Coach: What is 7?

Coachee: It would be a person who has the ability to motivate not only his own workforce but also the business partners to direct their efforts to bring in addition shares of business.

Coach: What do you see yourself missing out on?

Coachee: I am not too good on mobilizing the business partners, I will have to start work on that.

Coach: I acknowledge your thoughts. In addition to transacting with & leveraging through business partners, what other abilities are required to be the zonal manager.

Coachee: Ability to mobilize, motivate managers to engage with their workforce and produce more business, ability to sell upwards the ideas from the field to get endorsements from the management is important.

Coach: There are 3 things which you said are of importance to you 1. Get endorsements from the top management, 2. Mobilize and gain endorsements as well as support form the business partners, & 3. Motivate managers to engage their workforce for results. Now tell me what would you like to work with first?

Coachee: I would like to start with Managers first?

Coach: Sure, so how would you gain support from the mangers for increased productivity?

Coachee: I will involve my managers in the goals establishment stage and draw up a plan for business for their respective region. This way I will have the ownership of the business with them.

Coach: Good, what would you do to involve your managers?

Coachee: As I had mentioned, I will start with the goals – the managers will need to come up with the SWOT, Competition data, Market data, Sales Data, etc. We will sit together to identify the market potential Vs our market share and what initiatives we had taken in the past that helped and what did not and so on?

Coach: Good. How can you make sure that your managers are involved?

Coachee: I ………

Reflect on the conversation above, look at the series of questions? Do you see any differences? Some questions were asked to gain insight or information, whilst towards the end the question focused on specifics and development of solutions which the coachee will need to implement in his day to day work. Now, these are the questions which make a difference to the coachee. These questions compel the coachee to bring out or thing through and present solutions to his problem. Thus these questions can be termed as powerful questions.

For a question to be termed powerful it should have the following attributes;

1. The question assumes that there is an answer to the problem
2. The question provokes thought to begin to create answers or solutions
3. The question digs below the surface, and thereby invites a more encompassing solution

To sum up, powerful questions are those which entails the individual being coached to reflect, articulate thoughts which can be converted actions leading to results.

Do a small exercise;

Step 1: Think about 3 problem statements

Suggestion: write down 3 problems that you think you have. Choose things that are moderately important. Under each statement leave some space. Problem Eg: I am too busy to find time to exercise.

Step 2: Let us change the problem statement into powerful questions

Under each statement think of a powerful question you could ask?

Powerful Question Eg: ‘How could I create time from my busy schedule to exercise?’

Check if your framed questions meet the 3 attributes of the powerful questioning?

Step 3: List out powerful questions to your problem listed on the right hand side with the problem state on the left hand side of the paper. See what kinds of answers your questions can provoke? Check once again, if your questions are stimulating a thinking process, check if your products of the thought process are congruent to the problems statements, check if acting on the solutions obtained will yield the desired results?

I shall soon publish a set of problem statements to give you a practice exercise for developing ‘Powerful Questions’ to be used by you. We could also target this as part of our coaching clinic tele seminar in the coming month.

Rgds n best wishes – Sai

Resistance to being coached

Introduction:

In this posting I will be examining the coachee’s behavior which indicate resistance or barriers to be coached. Most often barriers to coaching shows up in sponsored clients rather self sponsored clients. Sponsored clients are nominated by line managers, who most often don’t feedback information to the workforce. Invariably workforce are interested in knowing why they have been chosen to be coached? The other possible reasons for this negativity is poor contracting or even lack of understanding of the process and its potential benefits in the pre-induction sessions.

Barriers to coaching process is created by the client, are usually signs of inner self-sabotaging voice, deconstructive behavior or some form of what is popularly called as ‘monster activity or gremlins’. Gremlins are negative inner voice which constantly keep demotivating the coached. It is important for the coach to establish these and help the coached in overcoming them. The role of the coach is to help the coached become aware of the negativity and how these gremlins precipitate negative defensive behavior and affect the individuals life.

During the coaching session the coach will hear clues as to possible self-sabotaging reasoning and understanding by the client. This can be established through verbal and non verbal cues. For instance you may advance a question w r t past successes or failures. Notice the barriers coming up, it could be a blame, complaint, begins with a modest explanation and moves on to say it is not replicate-able  in the current scenario. The challenge for the coach is to explore these gremlins and help the client overcome through coaching presence.

The voice of resistance:

I have endeavored to present a list of examples given by clients which should help establishing the resistance.

• The coachee floods the conversation with unnecessary details and story
• The coachee seeks more detail or explanation from the coach
• The coachee says he has no time
• The coachee frequently reminds the coach that he lives in a practical and dynamic environment and therefore he needs quick suggestions
• The coachee becomes angry or begins to defend their stance with aggression
• The coachee keeps on saying that he is confused, and he wants clarity
• The coachee uses silence as a way of not communicating rather than a way of reflecting
• The coachee intellectualizes situations rather than examining intangible feelings
• The coachee hides behind a moralizing attitude and recounts other people’s stories and agendas, not their own
• The coachee does not keep up the commitment in relation to the actions planned
• The coachee skips the call or calls to say he is inundated with work and can’t be coached on the appointed day
• The coachee seeks re-scheduling of the call to another date / day, etc

Should you carefully analyze the forms of resistance listed above, you may be able to establish some of the underlying thoughts, feelings which have been disguised;

• Loss of control, people resist going out of control
• A sense of vulnerability and anxiety
• Fear of being perceived weak
• Wanting to be endorsed / affirmed, confirmed rather than changing
• Fear of unknown
• Disloyalty to values
• Ashamed of past behaviors
• Uncomfortable with possible conflict of new habits and behaviors
• Feeling of guilt
• Being trusted with the responsibility of themselves

the above are a representative list of monster/ gremlin activity.

Organizations, societies, communities and family all have ‘monsters/gremlin’ comments that coaches need to listen to in coaching conversation and acknowledge in order to help the client overcome the collusion.

The Role of the Coach:

I trust the above has provided an insight into the resistant behavior demonstrated by the coached. The task of the coach who offers or his promotes his service to the client organization in order to attract business are;

1. Ensure effective contracting
2. Ensure all concerned are clear about the process and the roles
3. Ensure the coached is aware of the benefits
4. Encourage the coached to ask questions
5. Encourage the coached to reflect on the intended process and ask questions
6. Field questions from all concerned – sponsorer, coachee, etc
7. Leave behind write up on benefits to individuals and organizations
8. Clarify the confidentiality of the process
9. Clarify what the coachee can bring to the conversation table for discussion
10. Clarify what the coach would offer and what not
11. Clarify the importance of the execution of the planned strategy
12. Clarify the need to honest, open, & transparent,
13. Clarify the need to come prepared for the call, etc

The key here is Trust, Empathy, Permission, Placement, Powerful Questioning, & Clarifying behaviors of the coach which will help in the process.

The coach must ward of negative behaviors such as;

• Judging
• Praising unnecessarily
• Pushing
• Trying to be good
• Asking ineffective questions such as multiple questions, leading questions, closed – ended questions, etc
• Being opinionated
• Affirming ones own agenda
• Not inviting possibilities, etc

Possible solutions:

1. Work with an experienced mentor coach
2. Engage in reciprocal coaching
3. Engage in supervised coaching
4. Record conversations and review

Trust the ‘Resistance to be coached’ has provided vital insights into the resistant behavior and therefore some pointed directions to overcome them. However, the list is not all conclusive and exclusive. I invite you to share your thoughts with this forum.

Rgds n best wishes – Sai

Coaching Game

POINTS OF YOU – The Coaching Game is a powerful tool used to generate clear, quality communication between people. This is a tool which would help your client give voice to their thoughts, feelings, & hopes. We call it a game because when we play,

1)      we dare to say things that we normally wouldn’t say, and

2)      we take chances.
Moreover, the play context is a safe one, enabling each player to choose how actively to participate and share. The Coaching Game has no winners or losers, but rather stimulates thinking, discussion, and cooperation. It can be used in varying ways and adapted to various groups: individuals, professionals, and organizations.

The Coaching Game brings together in one “package” 65 Life Topics that touch us all. Each topic is presented via various media, both textual and visual, including pictures, a story, quotes, and thought-stimulating queries.

The Coaching Game activates a special link between topics and words, pictures, and questions. This link enables delving into issues and processes that are significant in our lives, leading to awareness and action by generating new points of view via which we can shift automatic patterns that we’ve been following in our daily lives.

The Coaching Game is the result of extensive thought and attention to detail, and features an unusual design. It’s packaged in a special fabric and contains hundreds of meticulously chosen, breathtaking photos taken by over 200 photographers throughout the world. The game’s materials and appearance are an experience in themselves that have inspired enthusiastic responses and have won the game recognition at design and innovation exhibits worldwide.

The Coaching Game’s contents include 65 Coaching Cards, a Coaching Book, a Coaching Ticket Notepad, and a Coaching Layout Chart of four Contemplation Processes that are at once simple and efficient.

The Coaching Game has been a huge success in Israel from the moment of its launch in April 2007, and is sold today throughout the world, offering you an appealing business opportunity. Nearly every day we receive excited feedback from people who share with us how The Coaching Game has touched their lives.

Should you like to explore the game with me, you may connect with me now! It is simple, powerful and compelling. Explore the unconscious and become fully aware, channelize this positive energy into results now and in the future.

Imagine how your coaching session will pan out when you are coaching an individual or a group in person.

CONNECT WITH ME NOW.