Tag: strengths coaching

Social, Conversational & Emotional Intelligence

Social Intelligence is a term that goes in line with Emotional Intelligence (EQ) for me. Ever since I wrote my MBA thesis over 15 years ago, I have been involved in EQ. At that time I wasn’t sure about the concept but I am now! Social Intelligence is about the ability to form successful relationships and navigate social environments. And, strong relationships improve your immune system, and reduce stress and health problems like depression. The relationships to others are key, and that’s where I found Emotional Intelligence comes in, and that’s why I like coaching and teaching people about it. For me it is about awareness, self management, social awareness, e.g. social intelligence and relationship management. Within social awareness we look at empathy and organisational awareness. How do I fit in, and how can I feel for others? How does that drive me forward, seeing myself more as a coach, influencer or team player? How does that align with the corporate goals and values? Conversational Intelligence is something I came across through one of my podcast guests for season 3. It is defined as how open you are to learn new and effective powerful conversational rituals that prime the brain

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Intrinsic Motivation

We just discussed the hedonic approach, and intrinsic vs. extrinsic motivation – what drives you on? You know, or should know, that your thoughts determine your action. And your brain determines your thoughts. What that means is, that you decide how you are motivated. I loved the following picture which I stole from this blog (hope that’s ok). When we grow up and cannot differentiate what motivates us (external/internal), or might be less self-aware (not having a lot of emotional intelligence/EQ), it might be all about ‘being like someone else’. I often mention the Kardashians as an example in my podcast on success. People seem to like what they do and how they set standards of what life looks like. However, they are rich, live an interesting life and might be in a complete different life cycle than yourself. Is that what you want to be, or aiming for? You can of course aspire to what they do, however the motivation of what you want to be, who you want to be, is down to you, and should be based on your values. That for me is intrinsic motivation. Would you agree? Hence for my coachees, it is so important

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Human Needs – High Performance Basics

10 years ago I wrote about Anthony Robbins’ six human needs. You can see, I have been involved in personal development for a long time. Now that I more actively opened my executive and productivity coaching practise in Brighton, London and internationally, I am revisiting some of the theories to keep them fresh in my mind. Human needs are fundamentals. Basics to achieve high performance. A base for productivity. Why? Simple really. In my opinion the basics have to be met in order to build on it. Like the foundations of a house. If the foundations of a house are not done properly, the rest of the house will be wobbly, potentially falling over. When working with my clients, I spend the first session or two discussing the fundamentals: What do you want to achieve? What are your goals? How do you think I can help you? How do you define success? How do you define failure? Where can we go together? Where can we end up on your journey? What would be a good outcome? Basics. Understanding their motivation. Looking at human needs is helpful. Is the coachee motivated by security or insecurity (adventure)? Do they feel significant, connected/loved?

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What if all of your sales team performed like the top 5%?

The other day I had the conversation with a sales leader about coaching their team in productivity, Emotional Intelligence (EQ) and general performance. This discussion came on the back of an executive leadership coaching discussion I had with the management team. In this case they just went through a big transformation of the company. The challenge was not very uncommon: the executive team and team leaders are either not trained in coaching their teams, or too busy. Time is a huge challenge for most of them. Transitions, mergers, acquisitions and general restructures affect the time they have to spend with their teams, and this ultimately has a negative impact on performance. Most team performances goes up, if the team lead spends regular time and carry out 1:1 with their teams. This way they identify blockers they can resolve, and help them on their journey, motivate them to do better. This is what I have found in my 15 years in sales and client services life. When I asked the question, what if all of your sales team performed like the top 5%, the eyes of the sales leader lit up. Imagine, she said, not only would we add 20% more

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