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Catalysing
Developing
Awareness Motivating Awareness
of self of others
SELF- Self- Empathy SOCIAL
AWARENESS assessment AWARENESS
Coaching and
Initiative
Self-control COACHING Commitment
Transparency
Trustworthiness LEADERSHIP Conscientiousness
Responsibility
Adaptability
Optimism
STYLE Achievement
EMOTIONAL
SELF-
MANAGEMENT
Service Self-
orientation confidence
Organizational Conflict mgt.
INTELLIGENCE
Self-
awareness Communication
belief
Building bonds
Collaboration
Teamwork RELATIONSHIP
© 2016 Performance Consultants International MANAGEMENT
The personal behaviour of leaders In the 1970s and 1980s, coaching and leadership
impacts business results. We regularly ask pioneers Tim Gallwey and Sir John Whitmore
combined the concepts of high-performance sports
workers around the world to recall coaching with the primary components of
someone who had a positive impact on transpersonal psychology to develop a
their younger self. Our surveys show the performance coaching approach that is
common factor shared by those transformational rather than transactional. In his
influential people is always a natural bestselling book Coaching for Performance, Sir John
explains that true coaching is the practice of
ability of emotional intelligence. It comes emotional intelligence; it is a behaviour not a skill
naturally to some but thankfully we can set. And he reveals that the essence of good
all develop emotional and social coaching is to build awareness and responsibility. It
competencies through learning to coach. takes just a quick read of this seminal book to
understand that coaching is more than coaching. It
Research shows that high emotional intelligence is a way of being, an emotionally intelligent style of
confers a significant performance advantage on management.
managers. In fact, emotional intelligence is twice as
important as cognitive ability in predicting “I believe that emotional intelligence and
outstanding performance. And studies show that coaching are inseparable; that emotionally
emotional and social intelligence accounts for more intelligent people tend to behave in a
than 85 per cent of “star performance” in top coaching way even if they have not attended
leaders (Daniel Goleman and Hay Group). a coaching course.”
Sir John Whitmore, Founder, Performance
True Coaching is the Practice of Consultants International
Emotional Intelligence To influence and work confidently with others and
Organizations large and small are waking up to the to contribute successfully to the growth and
profound effect that a coaching culture has on the performance of an organization, leaders need to
“triple bottom line” – people, planet and profit – know what is happening around them, understand
and are rushing to send their managers on any what they are experiencing in the moment and
number of generic coaching courses. All too often, recognize what it might be like to be in someone
there is little or no return on investment because else’s shoes. Crucially, leaders need to learn how to
the basic coaching skills they learn do not translate tune in to their inner signals and understand how
to results back in the workplace. They remain their emotions affect them and those around them
uninspired and unmotivated to change. and the impact on performance.
“There is always an Inner Game being played AWARENESS OF SELF – understand why you do
in your mind no matter what outer game you what you do
are playing. How aware you are of this game Learn to recognize your human tendencies, internal
can make the difference between success and interferences and biases in order to self-manage
emotions, judgements and reactions. Improve
failure.”
performance by self-managing and overcoming
Tim Gallwey, creator of The Inner Game inner obstacles to potential.
• Emotional self-control
Self- Relationship • Developing others
• Transparency
management management • Motivation
• Adaptability
• Communication
• Achievement drive
• Conflict management
• Trustworthiness
• Visionary leadership
• Conscientiousness
• Catalysing change
• Commitment
• Building bonds
• Responsibility
• Teamwork
• Initiative
• Collaboration
• Optimism
Adapted from Daniel Goleman (1998) Working With Emotional Intelligence