Why our coaching goes beyond executives

“Coaching is unlocking people’s potential to maximise their own performance.”

― Sir John Whitmore

Leadership begins with self-leadership. Wherever pressure exists, our values come under assault. No matter how many times we repeat the mantra, “trust the process,” our mindset may buckle at the point of impact if our inner and outer worlds are not aligned. This is not just an issue in the corporate world.

In Margaret Mitchell’s novel Gone With The Wind, the heroine is thrust suddenly into a place of authority and “[…] all the bullying instincts in her nature rose to the surface. It was not that she was basically unkind. It was because she was so frightened and unsure of herself, she was harsh lest others learn her inadequacies…”

The source of the issue is not job title but insecurity. Executives are often under such pressure their fear of failure is more likely to cause damage to those around. But the same issues are in all of us. Everyone is a leader, if only because they must lead themselves. We’re seeking to develop great leaders everywhere – and naturally, we must look beyond executives.

Taking on the System

“To me, a leader is someone who holds her- or himself accountable for finding potential in people and processes. And so what I think is really important is sustainability.” – Brene Brown

Coaching matters for executives because they’re generally the ones making decisions that affect other decisions. They define the culture of an organisation. But they’re not the only ones who make a difference. Anywhere that decisions matter, anywhere that people struggle to function together – collectively – coaching can create change.

People want to belong. And they want to belong to something that matters, a people who are working towards a purpose. This has an obvious expression in the business world. But it’s a dynamic that comes into play in government, schools, hospitals. Outmoded systems often cling to existence for longer in these spheres. New businesses spring into life all the time, with budding entrepreneurs seeking to develop new ways of working. But new hospitals are fewer, the pressure to survive, higher. The space to ask questions is much, much smaller.

Working in a pain clinic as a psychologist, I discovered that the methods of coaching people to cope with pain were outmoded. One regular patient eventually told me that he only kept attending his appointments because they thought it was important to me as a psychologist.

I discovered that I couldn’t always diagnose and fix a person. The way I’d been taught didn’t work and so I began searching for a new model. One that delved beneath the surface. One that didn’t offer rigid answers. And, after some years of experimenting I founded TPC Health to begin a coaching revolution within clinical practice.

Beyond the horizon

“The expressions “to get the best out of someone” and “your hidden potential” imply that more lies within the person waiting to be released.”

― Sir John Whitmore

When you’ve got something good, you want everyone to experience it. Coaching isn’t just a means to building a better business, it’s a way to live a better life.

Everything starts at a micro level. It begins with self-leadership, then with organic influence. Influence can evolve to developing micro-cultures, which can in turn lead to building broader systems that carry the same DNA first developed through self-leadership. But once you’ve got a great system going, you begin to look beyond the horizon. And that’s what we’ve been doing. We’ve seen coaching work at the executive level. We’ve seen it transform businesses and boardrooms. Now we want to see how far we can take this thing.

Coaching is a chance to challenge the status quo and delve under the skin of our decisions, to discover why we act the way we do. Most people are looking for answers but few people are looking for better questions. So that’s what we intend to give the world, a culture of curiosity. A potential: fulfilled.

Get in touch with us to find out how we can help.

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