frequently asked questions
- You’re looking for someone to share your thinking with
- You may have goals for the future but you’re open to re-evaluating them
- You are interested in increasing your self-awareness
- You are prepared to put in effort and take accountability for your development
- You take your business and your development seriously
- You welcome feedback, if it is delivered appropriately and is in service of your objectives
- You believe it’s possible to work hard, be committed AND have fun
If the above points resonate and you’re curious to find out more about whether I am the right person to support you, please do get in touch…
A typical coaching programme consists of 6 x 1 hour coaching discussions over a period of 3 to 5 months, depending on the specific needs of the client. Because of the bespoke nature of CIEC coaching, alternative options are always available, for example, beginning the programme with a Stakeholder Feedback Exercise to raise self-awareness.
Clients (the ‘coachee’) whose coaching is sponsored by their business will, ideally, come to coaching with some identified areas to work on, in order to affect behavioural changes. The expectation is that the sponsor (usually the line-manager) will have discussed these and agreed them with the coachee. A 3-way meeting at the outset is really valuable in ensuring everyone is clear about the aims of the programme. During the first coaching discussion these areas are explored, prioritised and turned into clear goals linked to Measurable Objectives (MO’s).
At the end of each coaching discussion the client goes away with a self-determined action plan, for completion prior to the next meeting. It’s important to note that reflection, evaluation, monitoring of behaviours and emotions, in this context, all count as ‘actions’.
In order to keep on track and to assess progress, the coachee completes a mid-point review of the coaching programme and a final review at the end. Together the coach and coachee review the goals and MO’s. Both reviews are shared with the sponsor, with prior agreement from the coachee. It is important to note that the detailed content of the coaching discussions remains confidential between the coach and the individual. However, any trends identified may be presented back to the organisation, if prior agreement is given from the coachee. Note: Tracey does not provide updates or information to the organisation without the expressed consent of the coachee. However, she does encourage and support open dialogue between both parties. Sometimes this can be a topic for coaching in itself!
At the mid-point of the programme, the sponsor is also asked for feedback on the client’s progress in terms of behavioural changes relating to the MO’s set out at the start. This enables the coach, the coachee and the client organisation / sponsor to monitor the quality of the coaching and the progress being made, ensuring ROI.
Self-funding clients also review progress at the mid-point and end of the programme to ensure progress is being made and to ‘course-correct’ if necessary.
Great question! Often, they are bundled together with no clear distinction between the two. I believe the confusion arises from the fact that the word ‘coaching’ has been borrowed from the world of sport, and therefore implies that the coach is the expert: experienced and knowledgeable in a specific area. You wouldn’t imagine a football club hiring a coach who’d never played the game and didn’t know the rules! In the business and professional development context, that role is more akin to mentoring. I often describe a mentor as ‘an arm around the shoulder’: helping to guide others, drawing on the mentor’s own experience and expertise.
Professional coaching, as referred to here (ie in a non-sporting context) is based on the idea of partnership between coach and client/coachee. Whilst the coach is indeed an expert (for example, in listening skills, effective questioning, challenging with respect etc.) they DO NOT give advice or find solutions. Their only agenda it to support the coachee to achieve their objectives.
For information on coaching and the ethics underpinning the modern coaching profession, please visit the International Coaching Federation at www.coachingfederation.org
Consultants are brought into a business to analyse data around problems and challenges, and then offer expert advice and recommendations to address those issues.
A coach may indeed take on a consultancy approach at the initial stage of a coaching relationship, by asking insightful questions to determine what is really going on, what the specific objectives are, how they will be measured etc. but that is where the similarity ends. Subsequently, the coach will work with the client / organisation, as an equal partner, to find solutions, identify blocks and overcome the challenges, with no agenda other than to support the client.
Although every individual (and organisation) is unique, experience has taught us that certain themes frequently arise, which coaching is able to address:
- Communication and inter-personal relationships
- Conflict with colleagues or clients
- Work load, time-management and delegation (and often, all 3!)
- Lack of clarity around expectations
- Confidence
Much of Tracey’s coaching focusses on raising self-awareness, enabling clients to make significant changes in behaviour, often with dramatic effect. As Robin Sharma, author of “The Greatness Guide” said, “Self-awareness precedes choice, and choice precedes results.” Until we are really aware of the impact our actions have, how can we make choices which will positively improve our performance? The process of increasing our self-awareness, through reflection and candid feedback, can be uncomfortable. However, the ability to adapt our behaviour and thereby our impact on others, is key to Leadership.
The benefits or results you can expect, through using an external (as opposed to in-house) coach include:
- Improved staff morale and retention
- Reduced staff absences
- Improved communication and problem solving
- Empowering employees to pro-actively resolve issues affecting team performance
- Improved performance through goal-setting, planning and prioritising
- Increased productivity, directly affecting the bottom-line of your business
- Improved decision-making on a daily basis
A study of 1000 companies using Executive coaches, reported the following findings:
- 77% reported improved working relationships
- 67% reported an improvement in team work
- 53% reported increased productivity
- 52% reported a reduction in conflict
- 32% reported an increase in retention of senior staff
A separate study carried out by the International Coaching Federation, which surveyed corporate coaching clients, found that 86% said that they at least covered their investment and that the average ROI was 7 times the total investment.
Research from the Human Capital Institute and ICF found that companies with a strong coaching culture are twice as likely to be high-performing, in revenue and growth.
Both. I have a specially designed coaching space in the heart of St Helier, for clients based in Jersey. I am also very happy to travel to work with clients in other parts of the world.
I have coached, trained and facilitated face-to-face in Guernsey, the UK, Switzerland, Canada, Luxembourg, Mauritius and South Africa (so far). I’m keen to continue exploring!
For remote work, I use Zoom Pro or Teams. Although not essential, where possible, I would suggest starting a coaching programme face-to-face and then moving to remote working once the relationship is established. If budget is a restriction, then we can have a conversation around how to make it work!
My fees are in line with my 23+ years of experience, my extensive professional qualifications and certifications. However, I am also keen to ensure that finances aren’t a barrier to coaching, and am happy to explore ways of making coaching accessible.
I am particularly keen to support individuals and organisations in locations around the world where coaching may not yet be established as a vehicle for change and development.
Please do get in touch to start a conversation.
frequently asked questions
- You’re looking for someone to share your thinking with
- You may have goals for the future but you’re open to re-evaluating them
- You are interested in increasing your self-awareness
- You are prepared to put in effort and take accountability for your development
- You take your business and your development seriously
- You welcome feedback, if it is delivered appropriately and is in service of your objectives
- You believe it’s possible to work hard, be committed AND have fun
If the above points resonate and you’re curious to find out more about whether I am the right person to support you, please do get in touch…
A typical coaching programme consists of 6 x 1 hour coaching discussions over a period of 3 to 5 months, depending on the specific needs of the client. Because of the bespoke nature of CIEC coaching, alternative options are always available, for example, beginning the programme with a Stakeholder Feedback Exercise to raise self-awareness.
Clients (the ‘coachee’) whose coaching is sponsored by their business will, ideally, come to coaching with some identified areas to work on, in order to affect behavioural changes. The expectation is that the sponsor (usually the line-manager) will have discussed these and agreed them with the coachee. A 3-way meeting at the outset is really valuable in ensuring everyone is clear about the aims of the programme. During the first coaching discussion these areas are explored, prioritised and turned into clear goals linked to Measurable Objectives (MO’s).
At the end of each coaching discussion the client goes away with a self-determined action plan, for completion prior to the next meeting. It’s important to note that reflection, evaluation, monitoring of behaviours and emotions, in this context, all count as ‘actions’.
In order to keep on track and to assess progress, the coachee completes a mid-point review of the coaching programme and a final review at the end. Together the coach and coachee review the goals and MO’s. Both reviews are shared with the sponsor, with prior agreement from the coachee. It is important to note that the detailed content of the coaching discussions remains confidential between the coach and the individual. However, any trends identified may be presented back to the organisation, if prior agreement is given from the coachee. Note: Tracey does not provide updates or information to the organisation without the expressed consent of the coachee. However, she does encourage and support open dialogue between both parties. Sometimes this can be a topic for coaching in itself!
At the mid-point of the programme, the sponsor is also asked for feedback on the client’s progress in terms of behavioural changes relating to the MO’s set out at the start. This enables the coach, the coachee and the client organisation / sponsor to monitor the quality of the coaching and the progress being made, ensuring ROI.
Self-funding clients also review progress at the mid-point and end of the programme to ensure progress is being made and to ‘course-correct’ if necessary.
Great question! Often, they are bundled together with no clear distinction between the two. I believe the confusion arises from the fact that the word ‘coaching’ has been borrowed from the world of sport, and therefore implies that the coach is the expert: experienced and knowledgeable in a specific area. You wouldn’t imagine a football club hiring a coach who’d never played the game and didn’t know the rules! In the business and professional development context, that role is more akin to mentoring. I often describe a mentor as ‘an arm around the shoulder’: helping to guide others, drawing on the mentor’s own experience and expertise.
Professional coaching, as referred to here (ie in a non-sporting context) is based on the idea of partnership between coach and client/coachee. Whilst the coach is indeed an expert (for example, in listening skills, effective questioning, challenging with respect etc.) they DO NOT give advice or find solutions. Their only agenda it to support the coachee to achieve their objectives.
For information on coaching and the ethics underpinning the modern coaching profession, please visit the International Coaching Federation at www.coachingfederation.org
Consultants are brought into a business to analyse data around problems and challenges, and then offer expert advice and recommendations to address those issues.
A coach may indeed take on a consultancy approach at the initial stage of a coaching relationship, by asking insightful questions to determine what is really going on, what the specific objectives are, how they will be measured etc. but that is where the similarity ends. Subsequently, the coach will work with the client / organisation, as an equal partner, to find solutions, identify blocks and overcome the challenges, with no agenda other than to support the client.
Although every individual (and organisation) is unique, experience has taught us that certain themes frequently arise, which coaching is able to address:
- Communication and inter-personal relationships
- Conflict with colleagues or clients
- Work load, time-management and delegation (and often, all 3!)
- Lack of clarity around expectations
- Confidence
Much of Tracey’s coaching focusses on raising self-awareness, enabling clients to make significant changes in behaviour, often with dramatic effect. As Robin Sharma, author of “The Greatness Guide” said, “Self-awareness precedes choice, and choice precedes results.” Until we are really aware of the impact our actions have, how can we make choices which will positively improve our performance? The process of increasing our self-awareness, through reflection and candid feedback, can be uncomfortable. However, the ability to adapt our behaviour and thereby our impact on others, is key to Leadership.
The benefits or results you can expect, through using an external (as opposed to in-house) coach include:
- Improved staff morale and retention
- Reduced staff absences
- Improved communication and problem solving
- Empowering employees to pro-actively resolve issues affecting team performance
- Improved performance through goal-setting, planning and prioritising
- Increased productivity, directly affecting the bottom-line of your business
- Improved decision-making on a daily basis
A study of 1000 companies using Executive coaches, reported the following findings:
- 77% reported improved working relationships
- 67% reported an improvement in team work
- 53% reported increased productivity
- 52% reported a reduction in conflict
- 32% reported an increase in retention of senior staff
A separate study carried out by the International Coaching Federation, which surveyed corporate coaching clients, found that 86% said that they at least covered their investment and that the average ROI was 7 times the total investment.
Research from the Human Capital Institute and ICF found that companies with a strong coaching culture are twice as likely to be high-performing, in revenue and growth.
Both. I have a specially designed coaching space in the heart of St Helier, for clients based in Jersey. I am also very happy to travel to work with clients in other parts of the world.
I have coached, trained and facilitated face-to-face in Guernsey, the UK, Switzerland, Canada, Luxembourg, Mauritius and South Africa (so far). I’m keen to continue exploring!
For remote work, I use Zoom Pro or Teams. Although not essential, where possible, I would suggest starting a coaching programme face-to-face and then moving to remote working once the relationship is established. If budget is a restriction, then we can have a conversation around how to make it work!
My fees are in line with my 23+ years of experience, my extensive professional qualifications and certifications. However, I am also keen to ensure that finances aren’t a barrier to coaching, and am happy to explore ways of making coaching accessible.
I am particularly keen to support individuals and organisations in locations around the world where coaching may not yet be established as a vehicle for change and development.
Please do get in touch to start a conversation.
Let’s Talk About What Coaching Could Do for You
