Welcome to a coaching approach that is completely designed around you. One to one coaching for you as an individual. Coach training and supervision for professional and workplace coaches.
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Keith Nelson has been providing 1:1 coaching and coach training since he qualified as a coach in the 1990s. The coaching approach is based upon three core principles and four values which, to this day, run through the heart of the business:
Performance: coaching is all about raising performance to achieve more of your potential
Capability: building a bridge may be a great achievement, but creating the capability to build bridges represents transformational change
Sustainability: benefits really start only at the end of a coaching session / workshop programme.
Service: the person-centred approach puts the client at the heart of everything
Accountability: putting the client in the driving seat, at all times
Professionalism: following the global ethical code of practice: working safely, responsibly and with integrity
Innovation: Always learning, growing and developing
There is always another way
Keith’s book on coaching – Your total coach: 50 ideas for inspiring personal and professional growth – was published in 2010 to act as a guide alongside his coach training programmes. It describes the coach’s journey in three stages:
Each stage marks the development of the coach’s journey, from relative newcomer to skilful practitioner. The book is out of print now, although a few copies remain available. Indeed, complimentary copies will be given to delegates attending Keith’s Advanced Coaching Programme, leading to the ILM Level 7 Certificate for executive and senior level coaches and mentors, starting November 2019. For details of this programme, email Keith.
Many years ago I worked with Alan. At that time, I edited a magazine for mountain walkers and backpackers called Trail. Alan was an outstanding contributor and columnist. Erudite, humble and grounded, he penned a monthly column that wonderfully engaged our band of readers.
“It was the best of times, it was the worst of times. It was the age of wisdom, it was the age of foolishness…”
We certainly live in challenging times. In the UK, we fumble around the exit for Brexit, as vested self-interest battles with vested self-interest. At the highest global levels, leadership appears to have descended into self-interested positions of, variously, defensiveness, distrust, disruption, aggression and autocracy. This doesn’t appear to be a golden era of leadership.
