Coaching in Times of Crisis and Transformation

Taking an in-depth look at crisis and change in the world and discussing their impact on both individuals and organizations, widely respected coach and author Liz Hall explains how to coach during crises and at any time of change (both positive and negative). She provides a practical guide and resource for managers and coaches on how to tackle challenges effectively and how to turn a crisis into an opportunity for transformation.

Liz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association-s Journalist of the Year award and the Association for Coaching-s Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She is the editor and co-owner of "Coaching at Work" magazine, has written and worked for publications including "The Guardian"; "The Financial Times"; "The Observer" and "The Daily Mail". She has written publications including "The Employers- Guide to Screening Employees" and "The Employer-s Guide to Monitoring Employees". Contributors: Dr. Paul Brown, Faculty Professor of Organizational Neuroscience, Monarch Business School Switzerland Tony Buon, Managing Partner, Buon Consultancy Margaret Chapman-Clarke, Chartered and Registered Psychologist, Gestalt Coach-Therapist, and Mindfulness Facilitator and Researcher Rachel Ellison, Coach Dr. Anthony M. Grant PhD, Director and Associate Professor of Psychology, Sydney University Professor Erik de Haan, Director of the Ashridge Centre for Coaching and Professor of Organization Development and Coaching, VU University in Amsterdam Dr. Anthony Kasozi, Director, Quilibra Consulting Andrew Kinder, British Psychological Society Registered Coach and Chartered Counselling and Occupational Psychologist Helen Leeder Barker, Director and Owner, Leeder Consulting Dr. Sean O'Connor, Lecturer and Researcher, Coaching Psychology Unit, University of Sydney Neil Scotton and Dr. Alister Scott, Co-Founders, The One Leadership Project

Dedication Acknowledgements Foreword by Tatiana Bachkirova About the contributors Introduction 01 Definitions Liz Hall Crisis Transition Transformation References 02 Shared territory Liz Hall Natural life transitions Mid-life crisis Typical transitions and crises at work References 03 Models and frameworks for exploring change and transition Liz Hall Bridges' Transition Curve Prochaska and DiClemente's Transtheoretical Stages of Change The Kübler-Ross Change Curve, or the Five Stages of Grief Dilts' (Neuro)logical Levels of Change References 04 No mud, no lotus? Crisis as a catalyst for transformation Liz Hall Crisis sparks transformation Coaches' perspectives Crisis and transition in organizations Conclusion References 05 Coaching for compassionate resilience through creativity: the case for a 'turn to autoethnography' Margaret Chapman-Clarke What is autoethnography and why is it important in coaching? The inspiration behind the 'call for an AE turn' in coaching Beyond mastery: creative methods in coaching for resilience Healing the split: art and science Value of creativity in coaching for compassionate resilience: lessons from neuroscience Resilient individuals or resilient organizations? Compassionate resilience: the 21st-century 'take' on bounce-back-ability Conclusion References and further reading Useful resources 06 Insights from neuroscience Paul Brown and Helen Leeder Barker Individual and professional transitional opportunities So what do we know about the brain? The coach's brain is where the client's change starts. So start, perhaps, with the coach's brain States of mind And not forgetting the organization too can be in crisis Conclusion References 07 Executive coaching in times of organizational change: a vital support and developmental mechanism Anthony M Grant and Sean A O'Connor Overview of the literature on executive coaching and organizational change The cognitive and behavioural mechanisms of executive coaching So what? Reflections on the outcomes of the case study example How to work with leaders during times of organizational change and turbulence Summary References 08 Leaders in crisis: attending to the shadow side Erik De Haan and Anthony Kasozi Supporting leaders in crisis or transition The nature of the leadership role (its attending shadow) and tendencies to derailment (overdrive and hubris) Descriptive typology to gain greater insight into the behaviours and patterns of leaders Coaching Regaining balance: you do not have to do it alone References 09 The role of coaching in supporting organizations to address mental health issues Andrew Kinder and Tony Buon Workplace mental health Delineating coaching from other interventions The similarities between coaching, mentoring and counselling Workplace conflict Workplace change Conclusion References 10 Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate Coaching Liz Hall Background, definitions and research Delving deeper ABC: Awareness, Body wisdom and Compassion Turning towards difficulty: using MCC Feeling our way through crisis and transformation: the FEEL/FELT model Pandora's box: working with difficult emotions Other useful models, practices and exercises in MCC Conclusion References 11 Self-coaching Rachel Ellison Not a replacement Definitions Coaching buyers The impact of self-coaching Developing self-coaching Future research Conclusion 12 Legacy Thinking: an approach for a better now, and a better future Neil Scotton and Alister Scott Exploring Legacy Thinking Inspirations and lessons Where to begin Practicalities Is it worth it? References Index