How can coaching conversations enable insights and real change in business?


Part of the series:

Ian Watson and Elizabeth Lovius riff­ing on life as a lead­er


- What do you make of the fact that he was in a coach­ing con­ver­sa­tion that that per­son saw that for him­self. What do you make of that?

- I think when we try too hard to under­stand some­thing we can miss it, but when we’re sort of settled in ourselves and we just have a person’s full pres­ence and listen­ing with us, just curi­ous, and ask­ing ques­tions, I think that some­thing can emerge in that kind of a space that is dif­fer­ent than when you’re try­ing very hard to learn some­thing new. And I think that the coach­ing con­ver­sa­tion envir­on­ment can just, it’s there’s space to breathe in it. There’s a room for it to flow wherever it flows. And I think that kind of pace and that kind of space is what makes insight more likely. Let’s say it’s more likely con­di­tions for it.

- Which bring the odds of it favour­ably.

- Swing in the odds favour.

- I see the same in a group set­ting, also.

- Oh yeah.

- It’s almost like the same thing, but amp­li­fied.

- So if you get a group togeth­er in one space and they have that will­ing­ness to be open and will­ing­ness to sit in the unknown really, more com­fort­ably, so they get com­fort­able with not know­ing and have their every­day think­ing just settle down enough that, what I find help­ful about groups is that people start to get inspired by each oth­er and it’s amaz­ing to see how people sud­denly real­ise that any­one can be a help­ful resource to help them. It doesn’t have to be a spe­cial per­son like you or me. You know, people often find that they’ve got people in their work­place and people start to see that what we call insight, or that inner wis­dom, it doesn’t just belong to a select few people, that’s the point I’m mak­ing is that actu­ally any­body at any kind of level of an organ­isa­tion has insight, has the capa­city for insight and they can bring huge value to any sized organ­isa­tion once that’s recog­nised. Rather than hav­ing it be just one or two people who feel like they have to decide on every­body else’s behalf so I think one of the pos­it­ive side-effects that I’ve seen of this work is that people start to feel more empowered. And for example, in a busi­ness envir­on­ment, it becomes real­ised that there is a lot of untapped poten­tial there. You must see some­thing sim­il­ar.

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