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Speak in a way that makes people more likely to change
This is our final principle out of the 7 Coaching Principles from John Berardi's book Change Maker.
When we want so badly to help clients, we often find ourselves preaching, lecturing, pushing, cajoling, and prodding. When on the receiving end of all that pressure, clients do what humans do, they push back. That’s why the more we argue for change, the more clients will argue against it. Paradoxically, it’s only when we relax, when we allow non-change, that our clients become more ready, willing, and able to do it.
But how do you relax and allow non-change? Check out the following coaching scenarios. They’ll show you how to use questions and curiosity to facilitate the change process, not sabotage it.
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By Phil T
5
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This is our final principle out of the 7 Coaching Principles from John Berardi's book Change Maker.
When we want so badly to help clients, we often find ourselves preaching, lecturing, pushing, cajoling, and prodding. When on the receiving end of all that pressure, clients do what humans do, they push back. That’s why the more we argue for change, the more clients will argue against it. Paradoxically, it’s only when we relax, when we allow non-change, that our clients become more ready, willing, and able to do it.
But how do you relax and allow non-change? Check out the following coaching scenarios. They’ll show you how to use questions and curiosity to facilitate the change process, not sabotage it.