Category: Business

The notion of personal core values play an important role in coaching. A value is a way of being or acting that is recognised as important by the individual. Jean Cottraux¹ defines them as stable beliefs which affirm that in life, certain goals are preferable to others. They serve as the essential and underlying rules on which a person establishes the main principles of their life. Values are at the core of a person’s system of beliefs.

They therefore influence every decision a client makes. If decisions made are not in harmony with the individual’s values, it will create internal conflicts that are difficult to resolve. Consequently, when a person has a clear view of what their personal core values are, it’s easier for them to make a choice. Neglecting the role of values in coaching leads to a risk of dissatisfaction, demotivation and conflict of identity for the client.

As you know, an “icebreaker” is an activity or game used to break the ice and create a relaxed, communicative environment within a group. In a coaching or group context, it paves the way for deeper discussions and is an excellent way to foster interaction, trust, and participation among group members. It helps participants get to know each other, feel more comfortable, and strengthen group cohesion, which is crucial for an effective group session.

We have all faced complex situations during our first remote sessions during the lockdown and continue to facilitate remotely today. We know that interactions play a vital role in group dynamics, allowing participants to share ideas, experiences, and perspectives, learn from each other, and work together to achieve common goals.

Here’s how interactions can be encouraged and effectively managed in the context of group coaching or a workshop, whether remote or in-person:

Where is their strength and how can you as a coach help them make the most of it? What does

The Imposter Syndrome, the persistent feeling of inadequacy despite evident success, is a common challenge among coachees as well as coaches. This psychological pattern leads individuals to doubt their abilities and fear being exposed as a “fraud,” even when they are highly competent and accomplished.

The Imposter syndrome often manifests through:
Perfectionism
Setting extremely high standards and feeling inadequate when these standards are not met.

Attribution of Success to External Factors
Believing success is due to luck or other external factors rather than one’s own abilities.

Fear of Failure
Avoiding challenges due to the fear of being exposed as incompetent.

Downplaying Accomplishments
Dismissing praise and undervaluing one’s achievements.

It’s interesting to observe how Coaches, whether in the context of executive, career, life, or performance coaching, play a pivotal role in addressing and balancing the effects of imposter syndrome.

A couple of years ago, I had a coaching session that ended up being deeply moving for us both. We were meeting for the second time. The coachee started out by chattering about a number of things that seemed unrelated to any goal, and I found myself getting impatient. After a few minutes, I interrupted and said something like :  
« I am still not clear about what you would like to get out of this conversation. We don’t have many sessions together, and I want to make sure that we have a discussion today that you consider very, very important. How can we do that ?»