In coaching, the second step after defining what your goal will be is to reflect a moment on where you currently are. This is usually very brief as the coachee knows where they are, and the coach doesn’t need to know to be effective in their role.

In team coaching, in contrast, this step is generally the most important …

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Coaching usually refers to a one-to-one relationship characterised by how the coach listens – the mechanism that creates engagement - the questions they ask to focus attention on future solutions, and a process that embodies a drive to action.

Teams can also be coached but in this case the external role is considered more to be a facilitator than a coach. The process is also different.

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Counter-intuitively, morale and stress can be independent variables.  Low morale and low stress create apathy, high morale and high stress create hyperactivity.  With high morale and low stress, we become easy-going, low morale and high stress and we burnout.

There is a sweet spot where we have high morale and enough stress that we feel challenged to act.It is there where we are most effective.

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The Law of Requisite Variety (formulated by Ross Ashby, a pioneer British cyberneticist and psychiatrist in the 1950s) states that in order to deal properly with the diversity of problems the world throws at you, you need to have a repertoire of responses which is (at least) as varied as the problems you face.

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