The amount and speed with which we receive information has almost become overwhelming.
Add that with the increased pressure to take action more quickly, and the continued stretch of leading (and living) through a pandemic, leaders find themselves with less and less time to think through a problem.
Without this space, I am seeing an increased number of the those I work with are making more reactionary, sometimes short-sighted decisions.
The Ladder of Inference is a powerful tool to help leaders identify their thinking process in order to challenge the premise of decisions, thereby increasing the probability of a solid decision. The Ladder of Inference was created by organizational psychologist Chris Argyris in the mid-1970s and became well known when it appeared in Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization.
The Ladder identifies 7 steps, or rungs we climb to make decisions. — Rosa Edinga, MBA, PCC Coach Facilitator, Coaching Out of the Box®
Ready to Learn More?Check out our blog post on this subject.READ MORE...
We receive many questions about coach certification and the process of obtaining an ICF credential. And really, the number of questions we receive is no surprise. With multiple application paths as well as different and changing requirements, the process can be confusing. Applying for yourICF credentialis a BIG step and you don’t want to miss anything that could delay or jeopardize receiving your credential. Our goal is to provide useful tips to those who are currently or will soon be pursuing theICF ACC credential.
Almost every conversation begins with questions. Getting to know someone better can lead into a more in depth and complete dialogue. This is even more important in the coaching field. The biggest challenge comes in when deciding what questions are the best to ask and each situation can be different, requiring unique question plans. Overall, however, there are some great questions to progress through a coaching dialogue with a coachee. Here are a few:
Let’s talk about a common yet very important coaching challenge – coaching the poor communicator. Of course, communication can be written or verbal and many points in this newsletter can apply to both but, for now, we are narrowing our focus down tointerpersonal verbal communication.
When information is exchanged there must be a balance between giving and receiving. When communication works, there is a connection between the individuals involved. This gives us clues as to where we might focus when working with a poor communicator.
The idea that some people are uncoachable goes against my grain – I like to think everyone can be coached – if we just take the right approach. I’ll admit that there are some individuals that are very difficult to coach. And I guess I must accept that there may be a few who really are uncoachable because they don’t see or believe there is any need to change.