The Discipline of Knowing Your Values
As part of this week focused on values and goals in my coaching training with Barefoot Coaching Ltd, we spent time in smaller groups reflecting on a few simple questions:
What goal would I like to set for myself today?
What is a value? What does it actually mean, and what is it not?
I realised I was still a bit unsure about my goal for the day.
Nothing particularly ambitious came to mind. If anything, it was the opposite: not overdoing it.
Staying present in the process and continuing to learn.
What Does It Mean to Live a Meaningful Life?
We explored the idea that a meaningful life is not just about reaching a destination, but about enjoying the journey towards something we deem valuable (a concept developed by Tal Ben-Shahar).
Which naturally leads to a deeper question: What do you actually value?
To explore that, we used a few prompts:
What gives me meaning?
What gives me pleasure?
What are my strengths?
Some people might recognise a similar idea through Ikigai, where purpose sits at the intersection of what you love, what you’re good at, what the world needs, and what you can be paid for.
We also touched on David McClelland’s theory of motivation: achievement, affiliation and power, another lens to understand what might be driving us.
Discovering Values Through Experience
During the session, I again had the chance to both coach and be coached.
One exercise stood out: the Peak Experience.
You describe a moment in your life or career where you felt deeply fulfilled and energised.
I immediately thought about a trip I took to South Korea and Japan with friends and family.
As I described that experience, certain themes started to emerge:
Planning
Connection
Creating memories
Disconnecting
Learning (about cultures and languages)
Recognising Patterns in Your Values
What struck me is how closely these align with values I had already identified last year when working with my mentor:
Caring / Faithfulness → Connection
Order → Planning
Creativity / Caring → Creating memories
Order / Caring (towards self) → Disconnecting
Knowledge / Creativity → Learning (cultures & languages)
Different words, but very similar patterns.
It’s one thing to know your values. It’s another to actually live in alignment with them.
So I found myself reflecting:
Where am I already aligned?
And where am I not?
Values, Goals and Meaning
This week is making me realise something simple but important:
Goals without values can feel empty. But values without action remain intentions.
Somewhere in between is where things start to feel meaningful.
And maybe that applies far beyond coaching.
A Reflection for Leaders and Delivery Roles
In leadership and delivery roles, we often talk about goals, performance and outcomes.
But less often about the values that sit underneath them.
So a final reflection for leaders reading this:
How often do you check whether the way you work is actually aligned with what you say you value?
The Discipline of Seeing the Future: Coaching, Vision and Choice
As part of our learning around values and goals in my coaching training with Barefoot Coaching Ltd, we explored a practice called the Vision Chairs.
The idea is simple:
A chair for the future where you have made the change
A chair for the future where you haven’t
A chair for the present
Then you move between them and notice what shifts.
We didn’t necessarily use actual chairs. You can move physically, switch sides, or even represent each “future” with objects. The format matters less than the experience.
What matters is allowing yourself to step into each version and feel the difference.
Experiencing Coaching From Both Sides
During this session, I had the opportunity to both coach someone and be coached, while also being observed and receiving feedback from one of our tutors.
We had about 75 minutes to split between coaching, being coached, and reflecting together.
It created a space where you can see not only what you do, but also how you do it.
What I appreciated most was the balance between noticing what already works and gently identifying what could be explored further.
There was no pressure to “get it right.” Just an invitation to learn.
The Power of Saying Things Out Loud
When it was my turn to be coached, I noticed something simple but powerful.
Saying things out loud, while being fully listened to, helped me move out of my own head.
It made me realise the difference between:
What I say I want and what I am actually choosing by not acting on it.
Seeing both futures side by side made that gap very real.
What happens if nothing changes?
Sometimes, that question alone is enough to create movement.
Why Exploring Future Scenarios Matters
This experience made me reflect on how often, in our day-to-day work, we operate only from the present.
We plan.
We prioritise.
We react.
But we don’t always take the time to step into different possible futures and really consider their impact.
Exploring future scenarios, even briefly, can shift perspective in a way that planning alone cannot.
A Reflection for Leaders and Delivery Teams
For those working in leadership and delivery roles, this raises an interesting question:
How often do we create space to explore not just what could happen if things go well, but also what happens if nothing changes?
Because sometimes, clarity doesn’t come from doing more. It comes from seeing more clearly what is already in front of us.
The Discipline of Setting Meaningful Goals
This week of my coaching training with Barefoot Coaching Ltd focused on something that sounds simple, but rarely is in practice: goals and values.
We started with two questions:
What have we achieved so far?
What would you like to achieve in the next two sessions?
Simple on the surface. But they opened up much deeper reflections.
What Does a Goal Really Mean?
We explored what having a goal actually means.
For me, saying a goal out loud is already a step. It creates a form of accountability.
But not all goals are created equal.
Who sets the goal, and in what context, changes everything.
A goal set at work by a manager might not align with what someone truly wants. In some cases, it can even conflict with personal goals. And when that happens, commitment becomes fragile.
When Goals and Values Are Misaligned
One important realisation for me: A goal does not always mean doing more.
It took me a long time to understand that. Sometimes the goal is actually to do less, in order to create something more sustainable.
If someone is already experiencing burnout, goal setting can feel threatening. It can sound like “more to do,” when what they really need is space.
This is where values come in.
If a goal is not aligned with someone’s values, it becomes harder to sustain over time.
Motivation: The “Why” Behind the Goal
This brings us back to something essential: motivation.
Why does this goal matter?
People might want a promotion for the money, but not for the work that comes with it. There can be a gap between what we think we want and what we are actually willing to commit to.
That opens up different kinds of questions:
What is the underlying motivation?
What might get in the way?
What are the trade-offs?
Are there hidden benefits in not doing it?
I have seen people being promoted into roles where they struggled, or even failed. And I often wonder how much of that comes from a misalignment between the goal and the person behind it.
Goals Are Not Fixed
Another key reminder from the session:
Goals are not fixed. Even within a single conversation, they can evolve.
Which means we need to keep checking: Are we still aligned on what we are working towards?
A Note on SMART Goals
We also revisited SMART goals.
I’ll admit, I have a slightly complicated relationship with them. Years in agencies have probably left me with a mild case of “SMART goals fatigue.”
They can be useful. But I have also seen them applied in ways that remove the meaning behind the goal.
For me, what is often missing is the “why.”
Without it, a goal can be clear, measurable… and still feel empty.
It was interesting to hear that others in the group shared a similar feeling.
Maybe not because the tool itself is wrong, but because of how it is sometimes applied.
A Reflection for Leaders and Managers
This session made me reflect on something I see often in leadership and delivery roles.
We spend a lot of time setting goals.
But not always enough time exploring whether those goals are aligned, meaningful and sustainable.
So a final question for leaders and managers reading this:
When you set goals with your team, how much time do you spend on the “why” behind them, not just the “what” and the “how”?
The Discipline of Awareness: What Might Get in the Way?
In my recent sessions with Barefoot Coaching Ltd, we stepped away from tools to look at something much more uncomfortable: The obstacles within ourselves. Specifically, we asked: What gets in the way of a healthy coaching relationship?
As coaches, we often feel a quiet, internal urge to "help." But where does that urge come from? During our group reflections, a few common (and honest) motivations surfaced:
The desire to be seen as competent or professional.
The impulse toward people-pleasing.
The need to be likeable.
That last one resonated deeply with me. There is a documented "competence vs. likeability" tightrope that many professionals (especially women) are expected to walk. Coaching requires us to be hyper-aware of these impulses so they don't steer the conversation away from the client's needs.
The Goal of "Planned Obsolescence"
A powerful realization from this week is that a coach is not meant to become indispensable. Ideally, the person we coach gains enough new awareness, perspective, and tools to move forward without us.
We are simply walking a few steps alongside them. Our success is measured by their ability to eventually walk away more capable than when they arrived.
The Ambiguity of Attention
For many people, a coaching session is the first time they have felt truly listened to—without interruption, judgment, or the other person waiting for their turn to speak. This level of focused attention is incredibly powerful, but it can create ambiguity.
Is this a friendship? A professional service? A supportive mentorship? Part of our responsibility as coaches is to hold that space with warmth and clarity. We must provide the support while maintaining the professional boundaries that keep the space safe and productive.
"You Can Only Meet Someone as Deeply as You Know Yourself"
This quote was a highlight of the session. It brings a raw, human element to the work. Clients bring their fatigue, their history, and their "triggers" into the room. But so does the coach.
Being aware of our own emotional state our "weather" is vital. If I am tired, stressed, or feeling a need for validation, that "weather" will inevitably leak into the coaching container.
Leadership Reflection: Whose Need is It?
This applies far beyond the coaching room. In Delivery Leadership, we often step into "fix-it" mode. We want to be the one who unblocks the team or saves the day. But it’s worth pausing to ask:
When I step in to help, whose need am I responding to theirs, or my own need to be seen as the "hero" or the "problem solver"?
I’m curious to hear from my fellow leaders: Have you ever caught yourself "helping" someone primarily to satisfy your own need to feel competent? How did you pivot back to their needs?
The Discipline of Explanation: What is Coaching, Really?
During the second half of our recent session with Barefoot Coaching Ltd, we tackled a deceptively difficult question: How do you describe coaching to someone who has never experienced it? It’s a challenge many managers face. When a team member is struggling, do you offer a shoulder, a map, or a mirror?
The Thinking Partnership
If I had to explain it simply, I would say this: Coaching is a thinking partnership. it creates a dedicated space for reflection, awareness, and accountability. In short, a coach is an accountability partner who helps you navigate your own mind.
Coaching vs. Mentoring: Knowing the Difference
In my role as a Delivery Lead, I often find myself switching between these two modes. It’s important to understand the distinction:
Mentoring is about Guidance: As a mentor, I share my experience and knowledge. I show you how things can be done and help you navigate situations I have already encountered. I have "skin in the game" because I want you to succeed using proven methods.
Coaching is about Growth: Coaching is about helping you find your answers. The space is confidential, trusted, and non-judgmental. As a coach, I don’t have a preferred outcome; the time and the agenda belong entirely to you.
Good leaders move fluidly between these two, depending on what the person in front of them needs at that moment.
The Driver: Why Do We Help?
We also reflected on the internal motivation of the coach. It’s worth asking: What is actually driving your desire to support someone?
"I need to help" (Validation-seeking)
"I want to help" (Preference-driven)
"I am available to help" (Space-holding)
The third option (availability) is often the most powerful. It removes the coach's ego from the equation and leaves more room for the coachee to grow.
Preparing for Your First Session
For those curious about experiencing coaching, whether with me or another professional, it helps to reflect on a few questions before you begin:
How will you know if coaching is working for you? What does "success" look like?
What are your expectations for the process?
How much structure helps you think, and when does it start to feel restrictive?
Work With Me
I am currently opening up space for practice sessions. If you’re curious about experiencing this "thinking partnership" firsthand, I’d love to hear from you.
Final reflection for the leaders: When someone comes to you with a challenge, what is your "default" setting? Do you mentor, coach, or jump straight into "Fix-it" mode?
The Discipline of Relationships: Coaching as a Transformational Space
This week, my journey with Barefoot Coaching Ltd took a deeper turn. We moved away from frameworks like GROW and STOKERS to explore the foundation of all coaching: the relationship.
Before diving into tools, we reflected on our personal experiences of what makes a relationship work—and what breaks it. For me, the "breakers" are clear: people who take up too much space, an absence of listening, and a lack of empathy. Because I value these traits so highly, their absence feels particularly jarring.
The Coaching Triangle: A Third Entity
In professional coaching, we often discuss the interaction between two people. However, we explored a more nuanced concept: The Coaching Triangle. In this model, the relationship isn't just a byproduct of the interaction; it is a separate, third element that both the coach and the client must nurture and protect. It is a "transformational space" where change becomes possible.
This space is where the client is empowered to take charge, make bold decisions, and experiment with change. While trust is the fuel for this triangle, it doesn't always require similarity or shared backgrounds. Trust can grow just as effectively through deep curiosity and mutual respect.
"How You Are is How You Coach"
A quote from Eve Turner resonated deeply with me during the session: “How you are is how you coach.” Your presence, your values, and the way you show up inevitably shape the coaching container. This is a reminder that coaching isn't just a skill I "do"—it is an extension of who I am. As I progress, I fully expect to learn as much about myself as I do about my clients. Staying aware of my own biases, culture, and context is part of the discipline.
From Coaching to Leadership: Intentionality
This reflection has powerful implications for leadership. In many corporate environments, relationships with our teams are often assumed rather than intentionally built. We fall into patterns of convenience or utility.
But these relationships shape everything: the quality of feedback, the level of psychological safety, and ultimately, how people show up at work. If we aren't intentional about building the relationship "entity," we leave the success of our teams to chance.
As coaches, we are encouraged to stay curious about what is happening in the relationship rather than assuming it is fixed. Imagine the shift in a workplace if leaders applied that same curiosity to their teams.
A question for the leaders and managers following this series: How intentional are you about the "third element" in your professional relationships? Do you nurture the relationship itself, or just the tasks within it?
The Discipline of Curiosity: The Art of the "Blind Question"
In our latest sessions with Barefoot Coaching Ltd, we stepped away from structured models to explore a more fluid discipline: Curiosity. Specifically, we looked at "Blind Questions"—the practice of asking questions without having (or seeking) full context.
The goal is to stay curious and avoid the "Expert Trap" where we assume we already know the answer. As a Delivery Lead, I realized I do this often in project status meetings. Sometimes, being slightly removed from the technical weeds allows you to ask the "obvious" questions that those buried in the details have stopped asking.
Who is the Question For?
A vital reminder surfaced during our discussion: Check your intent. Before speaking, ask yourself:
“Am I asking this question for my own understanding, or for the benefit of the person in front of me?”
In coaching, if a question is designed to satisfy the coach's curiosity, it’s a distraction. If it’s designed to spark the coachee’s curiosity, it’s a catalyst.
Insights from the "Hot Seat"
I volunteered for an exercise called the Hot Seat. The format is intentionally unusual: I sat in the center while the group fired questions at me regarding a topic I wanted to explore—how to revive a Community of Practice.
The catch? I wasn't allowed to answer them. I simply had to listen and reflect internally.
Initially, my "performative instinct" flared up. I worried about the silence. I worried about looking like I wasn't "getting it" fast enough. But as I settled in, the pressure faded. Among the fifteen or so questions, some were complex and others strikingly simple. By the end, those simple inquiries had unlocked perspectives I hadn't considered in months of overthinking the problem.
The Sound of Thinking
This experience reinforced a core truth for both coaches and leaders: You don’t need perfect knowledge to add meaningful value. A "brilliant" question might fall flat, while a basic one might break a mental dam. It all comes down to being attuned to the person in front of you.
In professional environments, we often treat silence as a void that needs to be filled—an awkward sign of unproductive time. But in the Hot Seat, I learned that silence is simply the sound of someone thinking. ### A Final Reflection for Leaders As leaders, we are often judged on our ability to provide answers. But perhaps our real value lies in our ability to ask.
I’ll leave you with a "blind question" to ponder: Are you asking questions to guide others toward the answer you already have, or are you asking to see what they might discover?
How do you handle silence in your meetings? Do you rush to fill it, or do you let it breathe?
The Discipline of Questions: Mastering the GROW Model
In my previous posts, I explored the discipline of listening and the "Wheel of Anything." This week, we added a structural powerhouse to the toolkit: the GROW model, popularized by Sir John Whitmore.
The GROW framework is a staple in business and leadership, and for good reason—it provides a clear map for a conversation to move from "stuck" to "action." The structure is elegantly simple:
G — Goal: What do you want to achieve?
R — Reality: Where are you now?
O — Options (or Obstacles): What could you do?
W — Will (or Way Forward/Wrap-up): What will you do?
Personally, I prefer "Options" over "Obstacles." Focusing on obstacles can sometimes anchor a conversation in the negative, whereas options keep the thinking expansive and creative.
From Delivery Lead to Coach
As a Delivery Lead, I realized how closely this mirrors the facilitation work I already do. When a team is blocked, we clarify the goal, assess the current state, brainstorm options, and define the next step. Coaching simply makes that process more intentional and person-centered rather than task-centered.
Lessons from the Coachee’s Chair
During our session at Barefoot Coaching Ltd, I stepped into the role of the coachee. My goal was practical: getting back into a running routine. It was fascinating to see how a vague intention—"I should run more"—became a concrete plan with realistic actions in just twenty minutes.
The "Inner Critic" and the Art of the Question
When it was my turn to coach, my internal experience was different. Upon reflection, I noticed I was asking many "closed" questions—starting with "Do you..." or "Is there..."—rather than the more powerful, open-ended "How" or "What" questions.
Even though the feedback I received was positive, my inner critic was loud. I’m learning that part of this journey is quieting that "performative" voice. The goal isn't for me to sound like a sophisticated coach; it’s to provide the space for the person in front of me to think clearly.
Connecting the Dots: The Wheel + GROW
I’m starting to see how these tools stack together:
The Wheel of Anything helps a client identify which areas of their life or work need attention.
The GROW Model then takes one of those slices and turns it into a concrete roadmap.
Leadership Takeaway: The best leadership questions aren't always the most complex. Often, they are the simplest ones—the ones that give people enough room to find their own way forward.
When you’re leading a team, do you tend to focus more on the "Reality" (the problems) or the "Options" (the possibilities)? I’d love to hear how you balance the two.
The Discipline of Direction: Mapping the "Wheel of Anything"
In this week’s training with Barefoot Coaching Ltd, we moved from the internal state of the coach to the practical application of direction. We explored a versatile tool known as the “Wheel of Anything.”
Many are familiar with the "Wheel of Life," where categories like health, career, and relationships are predefined. However, the "Wheel of Anything" shifts the power to the coachee, they decide exactly what categories matter to them in that moment.
Co-Creating the Metric
The beauty of this tool is its simplicity: start with where you are and define where you would like to be. As a coach, you agree on the assessment scale together:
Are we scoring from 0 to 10?
Are we using percentages?
Is 10 the "maximum satisfaction," or is it simply a "target state"?
There is no "correct" way, only the agreed way. One of the most interesting realizations during our practice was about expectations. Many people initially want every category to reach a 10. But is that realistic? Often, an 8 is exactly where stability lives. Progress should be achievable and sustainable, not a relentless pursuit of perfection.
The STOKERS Model and the Power of Challenge
During my practice session, I combined the Wheel with the STOKERS coaching model. Before diving in, however, there is a crucial question to ask: Does the person in front of you want to be challenged? The answer to that question dictates the entire tone of the conversation. Coaching is relational; it must adapt to the level of "stretch" the individual is comfortable with.
Coaching vs. Mentoring: The Delivery Lead Reflex
As I practiced reflecting—simply repeating the coachee’s own words back to them—I found myself reflecting on leadership in general. In the corporate world, we often jump straight to advice. We assume we know what the other person needs because we’ve seen similar patterns before.
As a Delivery Lead, my brain is wired to fix. During one triad session (Coach, Coachee, Observer), I caught myself asking a leading question. In that split second, my "mentoring reflex" nearly took over.
There is a vital distinction here: * Mentoring: Sharing my experience and offering solutions.
Coaching: Helping the other person clarify their direction.
Both are valuable, but they are not the same. Catching the moment where I try to "fix" rather than "facilitate" is where my real growth as a coach is happening.
I’m curious: When you’re in a conversation with someone who is stuck, do you find it harder to listen or to resist the urge to give advice?
The Discipline of Restraint: Why I’m Learning to WAIT
I reached a milestone: my first actual coaching session during my training with Barefoot Coaching Ltd. It was fifteen minutes of live coaching with an observer a "triad" setup designed to test our presence and restraint.
Interestingly, I wasn't stressed. Usually, in a performance-based environment like a presentation, I’d feel that familiar pressure in my stomach. But this felt different. I felt calm, present, and energized. There is a specific kind of joy in watching someone think out loud and witnessing a shift in their perspective in real time.
The Luxury of the "Beginner" Mindset
I realize I am in a fortunate position. I am on this journey without the immediate pressure of needing to generate income from it. I can learn at my own pace, practice often, and (most importantly) get things wrong.
In a world that demands instant expertise, having the space to be a beginner is a true luxury. It allows for sustainability. I don’t want to rush the process; I want to grow into the role naturally.
Relational Impact vs. Seniority
We explored the work of Erik de Haan, specifically the idea that a coach’s seniority isn't the primary driver of success. Instead, the value is found in the relationship between the coach and the client.
In leadership, we often assume that experience automatically equals impact. But impact is co-created. There is a warning here for experienced professionals: the longer you do something, the easier it is to lean on ego. The more "expert" we feel, the less curious we become. I want to resist that gravity.
The "WAIT" Discipline
One of my biggest takeaways was the importance of being present rather than perfect. It is okay to ask the "wrong" question or name an assumption, provided it is contracted and agreed upon.
However, I have to constantly remind myself of the acronym WAIT: Why Am I Talking?
In coaching, the silence is often where the work happens. My role isn't to fill the gap with my own insights, but to hold the space for theirs.
The Discipline of Pacing
On a personal note, I have to be honest: I am tired. Balancing a full-time role as a Delivery Lead with intensive study, training, and life is demanding. Sustainability isn't just a concept I apply to my career; it’s something I have to practice with my own body.
This week, I am practicing two distinct disciplines:
The discipline of listening to others.
The discipline of pacing myself.
If you are growing a new skill or business alongside a full-time role, how do you protect your energy? I’d love to hear your strategies in the comments.
The Discipline of Listening: Moving from Problem Solver to Coach
I recently attended my first coaching class with Barefoot Coaching Ltd.
If I had to summarize my biggest takeaway so far, it is this: Coaching is not just about listening to what someone says; it is about listening to how they think.
The Power of the Mirror
When we coach, we meet the person exactly where they are. We reflect back like a mirror. Sometimes, simply repeating what someone said allows them to hear it differently. Occasionally, they realize that what they said does not quite match what they believe. That moment of cognitive dissonance is incredibly powerful.
I am finding myself deeply curious about the mechanics of thought, how people figure things out and reach conclusions. There is something deeply respectful about allowing someone to reach their own conclusion. The reward is always more significant when the breakthrough is theirs, not yours.
The Challenge for the "Problem Solver"
This is where it gets interesting for me. I am a problem solver by nature. I build, I fix, and I unblock. As a Delivery Lead, that instinct has served me well. As a coach, however, it can get in the way.
How I show up matters. My need to solve someone’s problem is not the point. I do not need to provide the answers; my role is to create the conditions for them to find their own way. The goal is for the client to leave the session feeling more capable of mobility, not more dependent on me.
Structure and Silence
We explored the Egan 3-stage model and how each stage requires different skills, tools, and attitudes. Coaching is not just one long, flowing conversation—it has a necessary structure and requires intentional shifts.
We also practiced the discipline of "uninterrupted listening" for five minutes. No fixing, no reframing, and no jumping in. Just listening. I genuinely enjoyed noticing the words being chosen, the emotions beneath them, and the "waves" of thinking.
Key Takeaways for My Practice:
The Reflection Model: We experimented with the What, So What, Now What framework. It's simple on paper but requires real nuance in practice.
The "Me Too" Trap: I’m learning to be mindful of saying “me too.” While it creates connection, it can accidentally shift the spotlight away from the client.
Contracting Silence: If I change the way I show up (e.g., being more silent), I need to "contract" it. Silence can be uncomfortable for those not used to it, and as a coach, I need to signpost that space.
I am unlearning as much as I am learning.
Are you a natural problem solver? How easy—or difficult—is it for you to resist the urge to "fix" things for others? Let me know in the comments below.
Becoming a Beginner Again: From Coaching Sceptic to Student
Four years ago, I was not particularly into coaching. If I’m honest, I probably thought it was a bit… woo woo.
This year, I’ve started a formal coaching training with Barefoot Coaching Ltd, and I’ve decided to document what it feels like to become a beginner again mid-career.
Why I Decided to Study Coaching Now
At the place I work, there used to be coaches. Delivery Lead did not exist yet. Over time, that structure evolved and the coaching role disappeared.
Recently, I reached out to people who had been coaches back then. I asked them what it was really like. What they would recommend. What I should expect.
I finally attended the intro session of my learning journey with Barefoot.
Part of the timing was practical. Coaching training is a financial investment, so it needed some planning. But the more important reason was space.
In a previous role, I was the main point of contact for an event platform that sometimes required weekends, bank holidays and overnight support. I didn’t want to add something meaningful on top of instability and risk burning out.
I wanted to start this journey at a moment where I could actually be present for it.
Starting Coaching Training With Barefoot
We are 12 people in the cohort. The maximum is 15, so it feels small.
Intimate enough that everyone has space to speak.
Large enough to bring very different backgrounds into the room.
There is something slightly strange about that “back to school” feeling as an adult.
But what surprised me most was this: I was not anxious.
The Unexpected Feeling of Becoming a Beginner Again
During the session we did a “blob exercise” to explore how we were feeling walking into the room.
I expected I would place myself somewhere cautious. Maybe slightly overwhelmed. Instead, I realised that I felt happy to be there. Energised, even though it was the weekend. That genuinely surprised me.
If you had told me four years ago that I would willingly sign up for a coaching accreditation, I might have laughed.
And yet here I am.
Is Coaching Really About Listening?
If you simplify coaching to its core, it is about deep listening with intention.
Listening in a way that creates space for reflection, awareness and accountability.
I’ve come to see that listening, when done well, is anything but abstract. It creates the conditions for people to think more clearly.
Maybe this journey is less about becoming something new, and more about deepening a skill I already value.
A Journey Back to Learning
I’ll be sharing reflections as this coaching training unfolds.
Partly to capture what I learn.
Partly because becoming a beginner again is something many of us experience mid-career.
If you’ve ever chosen to learn something completely new later in your career, what did you discover about yourself?