The 5 Stages of Sustainability
The 7 Levels of Corporate Sustainability
Affirmations
Are you a Hedgehog or a Fox?
A Better Way to Change
Bifocal Vision
Business Sustainability
The CEO's Trusted Advisor
The Changing Context of Business
Charisma
The Coach as Shaman
Coaching across Cultures
A Coaching Typology
The Coming Shake-Out in the Coaching World
Competing Commitments
Conscious Incompetence
Context - a powerful tool for change
Current Reality - Telling the Truth
Desire and Addiction
The Dangers of Executive Coaching
Ecopsychology and "Green and Away"
Emergence and Coaching
Endings
Energy
Excellence in Executive Coaching
Faulty Thinking and the ABC Model
The Future Landscape of Coaching 06/07
The Future Landscape of Coaching 07/08
Guilt is Good for You!
Happiness
Hassleme!
"I turned my face for a moment ..."
Inner Leadership and Psychosynthesis
In Praise of Ignorance
The Integral (AQAL) Model
Integral Leadership
Limitation Celebration
Managing Progression and Regression
Mentoring, Coaching, etc.
MBTI and Coaching
The Miracle Question
On Valuing
The One Thing You Need to Know
The Paradox of Choice
Parallel Worlds
Playing at Leadership?
Playing to our Strengths
Presence
Reflections on Being 50
Resilience
Shifting Stuck Patterns
The Set-Up-To-Fail Syndrome
Social Business
Sustainable Business
Time Management
Transformational Coaching
Values Priorities
What really makes people happy?
What I do
What is the Job of a Manager?
What is Success?
Which Mentor?
Working Identity
 

Current Reality - Telling the Truth
One of the most empowering things you can do for a client is to help them see their reality clearly. We are all very skilled in creating convincing illusions about the world - "Nothing I do ever works", "People keep letting me down", "He rejected me", "I couldn't do that", "I handled that meeting badly".

Willis Harmon expresses it elegantly: we humans have an awesome ability to deceive ourselves, once we have settled on one perception of 'reality' all evidence to the contrary tends to become invisible. All hints or suggestions that our picture may be wrong or even seriously incomplete are warded off like flies on a summer's day".

A key task for the coach or mentor is to continually be alert to the client making assumptions about their reality and be willing to challenge those assumptions. For example - "Has there ever been a time when something you did worked?", "Who keeps letting you down?", "How did he reject you?", "What would happen if you did?", "How do you know?".

How we describe our experience to ourselves becomes our experience - if we say "I can't do that" then we probably wont. We have to take great care with what we say about ourselves and how we see ourselves because they have a habit of becoming true. As Henry Ford said "Whether you think you can or whether you think you can't - you are right!".

 
 
 
Copyright © 2008. Dr M H M Munro Turner. All rights reserved