<\/p>\n
<\/p>\n<\/div>\n<\/div>\n
R<\/b>ole Continuation:<\/b><\/h2>\n\n![\"Nicole](\"https:\/\/dpnlive.com\/images\/stories\/people2\/nicole%20mooney.jpg\" "\\"Nicole")
<\/p>\n
Nicole Mooney<\/p>\n<\/div>\n
Nicole Mooney<\/span><\/span><\/p>\nWhen coaching individual managers, I try to uncover the motivation or drive which underpins specific behaviours. Sometimes, I have the opportunity to observe clients in their workplace and witness this directly (what David Attenborough might describe as\u00a0natural habitat\u00a0<\/i>observations).\u00a0Where the analysis suggests that the problem is one of \u2018role continuation\u2019, clients usually dislike this. Firstly, the concept is hard to explain (people see it as \u2018psychobabble\u2019). Secondly, people don\u2019t like the idea that their behaviour is following a pattern i.e. they do not consciously control it. Executives, for the most part, consider themselves as being in charge of their own destiny and rail against the idea that they are somehow following \u2018invisible train tracks\u2019. So, this particular diagnosis has to be used sparingly, and only when there is good evidence to support it (or, a solid Client: Coach relationship which will withstand the conversation).<\/p>\nSelf-Reflection<\/b>:<\/h2>\n
This role-continuation idea is not always relevant in coaching. But, sometimes, it helps to explain patterns of interaction which seem particularly difficult to shift. It raises questions like: Why does conflict make me feel anxious? Why do I see joking\/humour as \u2018unprofessional\u2019?\u00a0 When someone makes even a mild \u2018sexist\u2019 remark, why does this drive me nuts? If I get called to the boss\u2019s office, why do I feel a sense of dread?\u00a0 And so on.<\/p>\n
The reflection point is to understand the role that you have been playing in your organization. Is there any connection between this and the role you played in your family of origin? In line with the view that you are the \u2018CEO of your own life\u2019, sometimes you need to re-consider those old tapes and perhaps lay down some new tracks. It\u2019s not an \u2018easy\u2019 suggestion to follow up and you may need support from a sibling or a counsellor to \u2018tease out\u2019 some of the issues involved. But the \u2018prize\u2019 is potentially BIG, allowing you more personal control on how you respond to events. You will be familiar with the tagline:\u00a0Tomorrow is the first day of the rest of your life<\/i>\u2026 Embracing that idea and moving into a position where you control your emotions and behaviour is the root of mental health.<\/p>\n
Mob: 00353 (0) 872439019<\/p>\n
E-mail:\u00a0This email address is being protected from spambots. You need JavaScript enabled to view it.<\/span>” mce_’ + path + ‘\\” + prefix + ‘:’ + addy49947 + ‘\\’>’+addy_text49947+'<\\\/a>’; \/\/–><\/p>\nFollow us on Twitter – @DigiPrintNews<\/p>\n
<\/p>\n
Nicole Mooney<\/p>\n<\/div>\n
Nicole Mooney<\/span><\/span><\/p>\n When coaching individual managers, I try to uncover the motivation or drive which underpins specific behaviours. Sometimes, I have the opportunity to observe clients in their workplace and witness this directly (what David Attenborough might describe as\u00a0natural habitat\u00a0<\/i>observations).\u00a0Where the analysis suggests that the problem is one of \u2018role continuation\u2019, clients usually dislike this. Firstly, the concept is hard to explain (people see it as \u2018psychobabble\u2019). Secondly, people don\u2019t like the idea that their behaviour is following a pattern i.e. they do not consciously control it. Executives, for the most part, consider themselves as being in charge of their own destiny and rail against the idea that they are somehow following \u2018invisible train tracks\u2019. So, this particular diagnosis has to be used sparingly, and only when there is good evidence to support it (or, a solid Client: Coach relationship which will withstand the conversation).<\/p>\n This role-continuation idea is not always relevant in coaching. But, sometimes, it helps to explain patterns of interaction which seem particularly difficult to shift. It raises questions like: Why does conflict make me feel anxious? Why do I see joking\/humour as \u2018unprofessional\u2019?\u00a0 When someone makes even a mild \u2018sexist\u2019 remark, why does this drive me nuts? If I get called to the boss\u2019s office, why do I feel a sense of dread?\u00a0 And so on.<\/p>\n The reflection point is to understand the role that you have been playing in your organization. Is there any connection between this and the role you played in your family of origin? In line with the view that you are the \u2018CEO of your own life\u2019, sometimes you need to re-consider those old tapes and perhaps lay down some new tracks. It\u2019s not an \u2018easy\u2019 suggestion to follow up and you may need support from a sibling or a counsellor to \u2018tease out\u2019 some of the issues involved. But the \u2018prize\u2019 is potentially BIG, allowing you more personal control on how you respond to events. You will be familiar with the tagline:\u00a0Tomorrow is the first day of the rest of your life<\/i>\u2026 Embracing that idea and moving into a position where you control your emotions and behaviour is the root of mental health.<\/p>\n Mob: 00353 (0) 872439019<\/p>\n E-mail:\u00a0This email address is being protected from spambots. You need JavaScript enabled to view it.<\/span>” mce_’ + path + ‘\\” + prefix + ‘:’ + addy49947 + ‘\\’>’+addy_text49947+'<\\\/a>’; \/\/–><\/p>\n Follow us on Twitter – @DigiPrintNews<\/p>\nSelf-Reflection<\/b>:<\/h2>\n