The Coaching Crowd® Podcast with Jo Wheatley & Zoe Hawkins

Jo Wheatley and Zoe Hawkins
  • 4.9 (13)
  • Careers
  • Weekly

The Coaching Crowd® Podcast is a weekly podcast for compassionate, courageous leaders, HR professionals and high achievers who are passionate about helping others to find alignment in their lives through coaching, and who are thinking of training and developing as a coach. Hosted by Zoe Hawkins and Jo Wheatley, Founders of Global Coaching Training Company "In Good Company", based in the UK, (https://www.igcompany.com). Zoe and Jo are Master Accredited, Award Winning and Multi Award Nominated coaches, coach trainers and coach supervisors. They are authors of the best selling book 'Deciding to Coach: The Mindset & Business Strategy For Aspiring Coaches'. Each episode focuses on a different element of what it is to be a coach and you'll listen in as Zoe and Jo discuss the topic through different lenses. You'll discover practical tools and resources you need to support your coaching as you learn all about becoming a qualified and certified coach. This podcast is a go-to resource for learning more about coaching and the mindset needed to be a world class coach. You'll learn how to enable clients to truly know who they are, what their hearts call for and how to understand their values, beliefs and unconscious needs. Coaching goes beyond professional success and personal fulfilment and focuses on supporting everyday mental health. As you learn more about coaching, you learn to coach yourself. You are In Good Company with The Coaching Crowd®. In Good Company offers accredited coaching qualifications for individuals and organisations around the world, as well as ground breaking accredited CPD for coaches such as the trade marked Emotions Coaching Practitioner Training. You can join our courses and learn more about our communities here www.igcompany.co.uk and take our free quiz to find out which coaching course is right for you www.mycoachingcourse.com.

  1. 1d ago

    When Coaching Becomes Another Demand

    What happens when the coaching we intend to be supportive becomes another pressure our client has to manage? "What would you like to focus on today?" It is a familiar opening question in coaching, and one we might ask with every intention of putting our client in control. Yet that question can involve much more than we realise: identifying priorities, weighing up possibilities, making a decision and wondering whether the answer will meet our expectations. In this episode, we explore when coaching becomes another demand, and what this means for neurodivergent inclusive coaching. Our conversation invites us to look beyond our intentions and become more curious about how our clients experience the space we create. We begin by exploring demand sensitivity and how everyday coaching questions can carry an unexpected sense of pressure. An invitation to reflect might feel like an expectation to have an answer. A conversation about actions might become a fear of disappointing the coach. Returning to an unfinished goal might bring a sense of failure into the room before the client has had an opportunity to explain their experience. As we talk, we reflect on how much a client's capacity can change from one day to another. Someone arriving after a difficult morning may experience a question very differently from someone who has had time to settle. This brings emotional regulation, co-regulation and cognitive load into our thinking about accessible coaching. We explore what it might mean to begin with a welcome and allow someone time to arrive. We consider how giving permission to pause, leaving a decision open or inviting an experiment can create more room for exploration. We also acknowledge the complexity: offering more choices can sometimes increase overwhelm, and even a gentle check-in can feel like another demand. One of our strongest reflections is that reducing demands does not mean reducing ambition. Creating greater autonomy and a sense of safety may help a client find more capacity for meaningful exploration and action. We also distinguish everyday demand sensitivity from the more complex experiences discussed in relation to a PDA profile, and reflect on the importance of specialist learning and recognising the limits of our practice. Throughout the conversation, we return to the assumptions we can make about resistance, commitment and progress. A client's spoken agreement may sit alongside tension or discomfort that has not yet been expressed. Our role is to stay curious about that experience. This episode is an invitation to notice where our coaching adds pressure, where we can create more space, and when the most helpful intervention may be to stop asking for something.   Timestamps: - 00:00 Welcome and why coaching can feel demanding - 00:46 Understanding demand sensitivity - 02:19 The hidden pressure in everyday coaching questions - 04:18 How stress and emotional regulation affect capacity - 05:14 Allowing clients time to arrive and settle - 06:19 Why more choice is not always helpful - 07:15 The demands behind a familiar opening question - 08:20 Noticing and responding to the individual client - 10:18 Reducing demands while maintaining ambition - 11:17 Cognitive load and gentler coaching language - 13:16 Demand sensitivity, PDA and specialist practice - 15:28 Spoken commitments and bodily responses - 17:08 Rethinking resistance and our assumptions - 18:06 Neurodivergent inclusive coaching training - 18:36 Combined training offer and information session   Key Lessons Learned: - Support is defined by the client's experience. Our intention to help does not automatically mean that a question or intervention feels supportive. - Open questions can carry hidden demands. Prioritising, deciding, processing emotions and finding words can all add to a client's cognitive load. - Capacity changes. Stress and the demands of everyday life can influence what a client is able to engage with during a particular session. - More choice can increase overwhelm. Offering alternatives needs to be responsive to the individual rather than treated as a universal solution. - Reducing pressure can support meaningful progress. Making space for autonomy does not require us to lower our aspirations for the coaching. - Experiments can feel more accessible than commitments. An invitation to explore or notice something may create more room for the client to choose their next step. - Resistance deserves curiosity. We need to explore what is happening rather than assume that reluctance reflects a limiting belief or lack of motivation. - Verbal agreement does not tell the whole story. Where accessible to the client, exploring bodily responses may reveal discomfort that their words have not expressed. - Specialist needs require appropriate learning. Awareness of demand sensitivity is valuable, while working with more complex profiles may require further training and support.   Keywords Used: When coaching becomes another demand, demand sensitivity, neurodivergent inclusive coaching, coaching questions, emotional regulation, co-regulation, cognitive load, accessible coaching, autonomy, PDA profile, resistance in coaching, coaching commitments,  Links & Resources:  -          November training offer and information session - https://www.igcompany.com/November26

    When Coaching Becomes Another Demand

  2. Nov 2

    Am I Adding Value as a Coach?

    What if the pressure to prove our value as a coach is getting in the way of the space our client needs? In this episode, we explore a question that comes up frequently in coaching supervision: "Am I adding value as a coach?" Whether we are beginning our coaching journey or have years of experience, that question can bring uncertainty, self-doubt and a strong desire to know we are doing meaningful work. We begin by looking beneath the question itself. Are we wondering whether our client is making progress, whether we chose the right intervention, or whether we are good enough? Wanting to do our work well is natural. But when our attention shifts towards securing reassurance, we can lose connection with the person in front of us. Together, we reflect on who gets to decide what valuable coaching looks like. As coaches, we might look for a breakthrough, a decision or a clear action. Our client might value something quieter: uninterrupted thinking time, the chance to say something aloud for the first time, or a question that leaves them seeing their situation differently. Coaching effectiveness is not always visible within the session. One story brings this uncertainty into focus. Early in our coaching experience, a client finished an engagement describing the conversations as interesting but struggling to identify what they had gained. The experience left a sense of disappointment and questions about whether enough had been done. Around ten years later, that client made contact and described the coaching as the single biggest influence on a significant life change. The impact had developed beyond the time we shared. We also explore why greater experience does not necessarily remove coaching self-doubt. Previous client transformations, recommendations and a growing toolkit can create pressure to deliver something equally significant every time. Non-directive coaching asks us to notice that pressure and remain responsive to the client's agenda. There are practical ways to stay connected with client learning. Regular coaching check-ins can help clients recognise what is emerging, rather than leaving all reflection until the final moments. We discuss how to use these questions in service of the client, alongside noticing our own urge to strive, taking a breath and returning to coaching presence. Our conversation also considers people pleasing, pride in our work, relationship dynamics and the feelings that can surface when we begin charging for coaching. We finish with a different question: are we creating the conditions in which something valuable can happen? That shift invites us to trust the coaching process, recognise the client's contribution and bring our uncertainties into supervision. Timestamps: ·         00:00 Welcome and introduction ·         00:06 Am I adding value as a coach? ·         00:51 Taking the question into supervision ·         01:45 Using check-ins to support client learning ·         03:06 Who decides what counts as value? ·         04:29 When coaching value is not immediately visible ·         05:25 Why experienced coaches can question their impact ·         08:07 Introducing tools for the client's benefit ·         09:20 A client story: discovering the impact ten years later ·         11:42 What would change if you had nothing to prove? ·         12:32 Exploring approval, pride and people pleasing ·         15:09 Returning to presence when striving appears ·         15:48 Exploring relationship and systemic dynamics ·         16:53 Creating the conditions for value ·         17:47 How clients contribute to the value of coaching ·         18:57 Session length, expectations and trusting the time available ·         20:08 Charging for coaching and feelings of worthiness ·         21:08 Supervision, coach training and further development Key Lessons Learned: ·         Value can emerge after the coaching ends. A client may need time to process an experience before recognising its influence. ·         A breakthrough is one possible outcome. Thinking space, being heard and exploring uncertainty can also be valuable. ·         Check-ins should support the client's learning. Asking what is emerging helps clients recognise their own discoveries. ·         Experience can bring additional pressure. Recommendations and previous successes can increase our expectations of what each session should achieve. ·         Our toolkit needs to serve the client's agenda. Before introducing an activity, we can consider whether the client needs it or whether we are seeking reassurance. ·         Self-awareness helps us return to presence. Noticing an urge to prove ourselves gives us an opportunity to pause, breathe and reconnect with the client. ·         Value is co-created. The client's goals, engagement and willingness to explore shape what becomes possible. ·         Supervision offers space to examine the question. We can explore how approval, professional pride, money and relationship dynamics influence our practice. Keywords: Am I adding value as a coach, coaching supervision, coaching effectiveness, coaching self-doubt, non-directive coaching, client learning, coaching check-ins, coaching presence, client transformations, trust the coaching process, charging for coaching, people pleasing, The Coaching Crowd Podcast,  Links & Resources: ·         Website: igcompany.com

    Am I Adding Value as a Coach?

  3. Oct 26

    How to Witness in Coaching

    What can happen when a coach resists the urge to fix, reassure or move the conversation along, and stays fully present with the client instead? In this episode, we explore witnessing in coaching: the practice of being with a client as they encounter an emotion, insight or change, without needing to direct what happens next. We explain how witnessing is related to deep listening, but distinct from it. Listening communicates, "I hear you"; witnessing communicates, "I'm here with you while you encounter this part of yourself." We discuss the moments when witnessing can matter most: a client's emotion rising as they speak, a realisation they have never voiced before, or a new perspective that is only beginning to take shape. These moments can involve grief or fear, but also relief, freedom and excitement. The coach's silence and presence can give the client room to let the experience settle and find its own meaning. We reflect on how quickly a coach's wish to be useful can turn into action, questions or solutions, and how stepping back can help the client stay with their own learning. We also explore the difference between witnessing and validation, and how the two can sometimes follow each other in a coaching conversation. Witnessing can help clients feel safe enough to bring more of themselves into the room, including the uncertainty that comes with a changing identity. Whether someone is becoming a new leader, adjusting to a different family role or moving on from a business, the coach can offer space to explore who they are becoming without defining it for them. We reflect on the care and courage this asks of both coach and client, and why presence can be a powerful coaching skill in its own right. Timestamps: 00:00 Introducing witnessing in coaching 01:47 What witnessing looks like in an emotional moment 04:01 How witnessing differs from listening 06:18 Giving new insights time to settle 08:30 Staying present without rushing to solutions 10:39 Witnessing across the emotional spectrum 12:41 Witnessing, validation and client experience 13:57 Why witnessing helps clients pay attention 15:59 Seeing and accepting the whole person 17:59 Witnessing identity shifts and emerging change 20:08 Tolerating discomfort and staying present 20:38 Developing witnessing as a coaching skill Key Lessons Learned: Witnessing means staying present with a client's experience without rushing to change it. Deep listening and witnessing are connected, but witnessing also communicates that the coach is with the client as they encounter something within themselves. Silence can give a new insight or emotion time to settle and develop. Coaches can notice whether their urge to act comes from what the client needs or from their own need to feel useful. Witnessing can hold many emotions, including joy, relief and freedom, as well as sadness or fear. Witnessing an emotion does not mean agreeing with the client's interpretation of events. A calm, accepting coaching space can help clients explore identity changes and build self-trust. Coaches need to be comfortable enough with their own reactions to remain present with the client. Keywords: Witnessing in coaching, coaching skills, coaching presence, deep listening in coaching, emotional coaching, coaching conversations, client centred coaching, coach training, continuing professional development for coaches, Links & Resources: https://igcompany.com/, including coach training programmes and the Emotions Coaching Practitioner Training.

    How to Witness in Coaching

  4. Oct 19

    Types of Coaching Questions

    What could change in a coaching conversation if we asked a different opening question? We often fall into familiar habits when a coaching session begins. In this episode, we explore how the first question can shape a client's focus, the direction of the conversation and how present they feel. We share a range of coaching questions designed to help clients notice what matters to them, rather than relying on the same opener every time. Some questions help a client sort through competing priorities. Others invite them to notice what feels most alive, what they might need to leave outside the room, or where they could make progress. We also explore questions that make room for uncertainty, unresolved issues and the parts of a person that may not yet have had a voice. As we discuss each one, we reflect on how a question might land differently depending on the client and what they bring to the session. We found ourselves returning to the importance of curiosity, choice and partnership. Questions about courage and possibility can open up new ways of thinking, while asking what the coach should be mindful of can strengthen the coaching alliance. We also discuss the power of a small word like "yet" to ease pressure and invite a sense of possibility. These questions are invitations, not a checklist. We talk about using them thoughtfully, in the context of the client's goals and the work already underway. Our hope is that coaches and people developing coaching skills will find a question that helps them listen differently, create space for reflection and support meaningful progress. Timestamps: 00:00 Why coaching openers matter 01:47 Sorting through competing priorities 03:22 Asking what feels most alive 05:15 Making space to be present 06:48 Inviting courage into the conversation 08:29 Focusing on progress 09:43 Making room for the unresolved 11:22 What someone has been trying to resolve alone 12:10 Giving a part of the client a voice 14:10 Exploring what has not yet been discussed 15:04 The possibility in the word "yet" 15:30 What the client wants the coach to be mindful of 19:38 Asking what is possible today 20:31 Exploring an avoided conversation 22:51 Choosing questions with care 23:56 Coaching course information Key Lessons Learned: The opening question can influence the focus and tone of a coaching session. A question about energy or what feels alive may reveal more than asking only about the most urgent problem. Clients can choose what to bring into a session and what to leave outside. Questions about courage, uncertainty and possibility can create space for deeper reflection. Asking what the client wants from their coach can strengthen partnership and the coaching alliance. A question is an invitation, not a tool to apply automatically. Its value depends on the client and the context. The word "yet" can reduce pressure and help a client see that change remains possible. Keywords: Coaching questions, types of coaching questions, powerful coaching questions, coaching conversation, coaching session, coaching skills, coaching clients, coaching alliance, coaching practice, coach training, Links & Resources mycoachingcourse.com, mentioned as a place to take a quiz and explore coaching courses.

    Types of Coaching Questions

  5. Oct 12

    Overcoming Coaching Panic

    Have you ever felt your mind go blank in a coaching session and wondered what you are supposed to do next? We explore the moments coaches can experience as panic: a client arrives with an unexpected goal, shares something difficult, asks what we would do, or sits in silence while we search for the perfect question. We reflect on how these moments can show up as anxiety, uncertainty, shock or feeling lost, for new and experienced coaches alike. We discuss how panic can be information rather than a problem to eliminate. When we rush to fill silence, reach for a model, give advice or steer the conversation towards a solution, we may be trying to manage our own discomfort instead of staying alongside the client. We consider how to recognise whose panic might be present, notice what is happening in the body and mind, and question the expectations we place on ourselves. Coaching does not require us to have an instant answer, and the client remains responsible for their own progress. We share practical ways to work with a blank mind or a stalled conversation, including asking what feels important, what the client is noticing, or what might happen if we did not try to solve the issue yet. We also explore how coaching supervision and reflective practice can help us understand recurring patterns beneath our panic. The conversation returns to a central idea: the coach's presence, curiosity and capacity to sit with uncertainty can be more valuable than having another tool to use. Timestamps: 00:00 Introducing panic in coaching 02:47 Treating panic as information 04:52 Whose panic is in the room? 06:57 When interventions ease the coach's discomfort 09:25 Expectations and the fear of not knowing 12:00 Questions to use when a session feels stuck 15:33 Moving beyond problem solving 18:24 Exploring recurring panic in supervision 22:02 Building self-understanding as a coach 23:57 Pausing, grounding and returning to the relationship 25:36 Emotions coaching practitioner training Key Lessons Learned: Panic can offer useful information about the coach, the client or the wider context. Before intervening, ask whose discomfort the intervention is trying to resolve. A moment of silence or uncertainty does not mean the session has failed. The client is responsible for their progress; the coach does not need to solve the goal for them. Simple questions can reopen exploration when a coach feels stuck. Supervision can help uncover the beliefs and patterns behind recurring coaching anxiety. Self-awareness helps coaches notice activation and return to curiosity and connection. Keywords: Coaching panic, coaching anxiety, emotions coaching, coaching supervision, reflective practice for coaches, coaching skills, client autonomy, managing uncertainty in coaching.   Links & Resources Emotions Coaching Practitioner Training: igcompany.com/emotionscoaching

    Overcoming Coaching Panic

  6. Oct 5

    To Use Coaching Models or Not

    When does a coaching model help us stay present with a client, and when does it start to get in the way? In this episode, we explore the relationship between coaching models, confidence and the conversations our clients need. Drawing on our experiences as coaches and coach educators, we discuss why coaching frameworks can be so reassuring when we are starting out. Clients rarely arrive with a neatly packaged goal. Their thoughts, emotions and competing priorities can take us in several directions, and models such as GROW, CLEAR and OSCAR can help us find a useful focus. We reflect on the importance of understanding why we ask a question, rather than concentrating only on which question comes next. We also share how structure continues to support our coaching practice as we gain experience. A framework held in the background can help us notice a missing goal, an unexplored emotion or a conversation that has lost its direction. Sometimes, explaining a structured activity and asking whether it would be helpful gives the client a clearer sense of what we are offering. We reflect on how this transparency can build trust and reduce cognitive load for both people. Referring to notes can be part of thoughtful, effective coaching, and we do not need to perform expertise by pretending that support is unnecessary. The tension emerges when completing the model becomes more important than responding to the person. We explore what happens when a client discovers something significant, such as recognising that their career has been shaped by a desire to please a parent. Moving immediately to options or actions could miss their need to pause and understand that discovery. This brings us back to the wider coaching skills that make a difference: listening, silence, intuition, ethics, safeguarding and contracting. For us, coaching mastery involves developing the judgement to stay with a structure, adapt it or step away, according to the client and the moment. We finish by reflecting on how coach development moves from learning models to choosing, adapting and integrating their principles into our own coaching style. Our IKEA furniture metaphor reminds us that skipping the learning process is not the same as mastering it. We also explore why models are never neutral: every framework directs attention towards particular aspects of a client's experience. Whether we are using emotions coaching tools or another approach, we hold responsibility for what we introduce. This conversation invites us to become more deliberate about how we use structure, while remaining curious and responsive to the person in front of us. Timestamps: ·         00:00 Welcome and the coaching models question ·         01:14 Why frameworks help new coaches ·         02:57 GROW, CLEAR and OSCAR ·         04:31 Using models to refocus a conversation ·         05:29 Offering structured activities to clients ·         06:50 Transparency, trust and cognitive load ·         07:45 Learning and integrating a model ·         09:50 Helpful structure and knowing when to step away ·         11:18 Responding to significant discoveries ·         13:19 Coaching skills beyond models ·         14:31 The journey towards coaching mastery ·         15:58 The IKEA furniture metaphor ·         18:03 Why coaching models are not neutral ·         19:44 Exploring further coach training Key Lessons Learned: ·         Understand the purpose behind the question. A model becomes more useful when we understand what its questions invite the client to explore. ·         Structure can serve the client as well as the coach. Explaining an activity and checking whether it would help can create clarity, trust and a sense of direction. ·         Using notes does not undermine credibility. How we introduce a framework matters more than whether we remember every step. ·         A discovery may need space before action. The next question in a model may be less useful than pausing with what the client has recognised. ·         Models are one part of effective coaching. Listening, silence, intuition, ethics, safeguarding and contracting all shape the conversation. ·         Mastery includes choice. Developing as a coach means learning when to follow a framework, adapt it or work more emergently. ·         Every model directs attention. We need to consider what our chosen approach brings into focus and what it may leave unexplored. ·         Learn before letting go. Practising and understanding a model gives us a stronger foundation for integrating its principles into our own style. Keywords: Coaching models, coaching frameworks, GROW, CLEAR, OSCAR, coaching practice, effective coaching, coaching skills, coaching mastery, coach development, coaching style, emotions coaching, cognitive load, coach training, The Coaching Crowd, Links & Resources https://igcompany.com/

    To Use Coaching Models or Not

  7. Sep 28

    Finding Your Purpose Through Coaching

    What if finding your purpose is less about discovering one perfect career and more about understanding what makes you feel alive? People often come to coaching at a crossroads. From the outside, life may look successful: a career is progressing, responsibilities are being met, and there is no obvious reason to change course. Yet there can be a persistent feeling that something is missing. In this episode, we explore why that feeling deserves attention and how coaching can help us make sense of it. Our own experiences gave us two ways to look at purpose. For Jo, coaching became deeply connected to the contribution she wanted to make. For Zoe, coaching is an expression of a broader purpose: being part of a journey that helps someone feel more fulfilled. That distinction matters. If purpose can take more than one form, we do not have to put pressure on ourselves to find the single job that will make everything fall into place. We talk about the clues that can help when the answer is unclear. When do we feel most like ourselves? What kind of contribution matters to us? Who do we most enjoy working with, and where in their journey do we want to help? Zoe reflects on exploring other people-focused careers before finding that coaching offered the kind of conversations and relationships she was looking for. We also reflect on how our needs change through different stages of life. Work that once felt fulfilling may no longer fit around family, freedom or the person we are becoming. That does not make the years we spent doing it a mistake. Those experiences can help us recognise our strengths, values and priorities more clearly. For some people, coach training leads to a new career. For others, it changes how they lead, volunteer, parent or relate to the people around them. Finding meaningful work does not mean finding work that is always easy. Building our coaching business brought uncertainty alongside the conversations and contribution we loved. Perhaps a more useful question than "What would make me happy all the time?" is "What matters enough to me that I am willing to work through the difficult parts?" If you are considering a career change, exploring coach training or wondering what purpose means for you, we hope this conversation gives you space to notice what already matters. You may find that coaching is your next step, or that it helps you see another path more clearly. Timestamps: 00:00 Welcome and finding your purpose through coaching 00:37 Why career crossroads raise questions about purpose 02:24 When success on paper does not feel meaningful 04:53 Coaching as an expression of purpose 07:30 The many ways we can make a difference 08:50 Finding the people and work that fit 10:32 Meaning, independence and building something of your own 12:07 How purpose takes different forms through life 16:09 Why coach training does not require a career change 18:32 Training as a bridge to different possibilities 20:51 Why purposeful work can still be difficult 23:09 Exploring your own next chapter Key Lessons Learned: Purpose does not have to point to one perfect job. It can be expressed through different kinds of work and relationships. A career crossroads can be a sign that your needs and priorities have evolved. The work that makes you feel most alive offers clues about the contribution you want to make. Understanding who you want to help can be as useful as deciding how you want to help. Coach training can support self-discovery even if you do not plan to become an independent coach. Skills learned through coaching can shape leadership, volunteering, parenting and everyday conversations. Meaningful work may involve risk, uncertainty and discomfort. Those challenges do not make it less meaningful. Keywords: Finding your purpose, purpose through coaching, coach training, career change, meaningful work, career crossroads, becoming a coach, coaching skills, personal fulfilment,   Links & Resources https://igcompany.com/

  8. Sep 21

    Why Every Coach needs Supervision

    Who supports the coach when a client conversation stays with them long after the session has ended? In this episode, we explore why every coach needs supervision and why it is far more than a professional requirement. Every coaching conversation brings together different histories, identities, beliefs and emotional experiences. As coaches, we carry our own stories into the room too. Supervision gives us a confidential reflective space to explore what may be influencing our work, particularly when a client interaction leaves us feeling stuck, uncertain or unable to stop thinking about the conversation. We also reflect on the isolation that can exist within coaching. Confidentiality means that few people witness our client conversations, making it easy to carry questions or concerns alone. Coaching supervision provides a professional support structure where we can think clearly, protect our wellbeing and continue to serve our clients effectively. It helps us recognise patterns, explore blind spots and close some of the mental tabs that might otherwise remain open. At the heart of the episode are the three purposes of supervision: normative, formative and restorative. Normative supervision supports safe and ethical practice, helping us navigate complex situations without expecting someone else to make the decision for us. Formative supervision develops our confidence, flexibility and reflective practice beyond our initial training. Restorative supervision helps us process the emotional demands of coaching, separate our experiences from those of our clients and resist the urge to rescue, fix or take responsibility for their outcomes. Ultimately, supervision helps us become less reactive, more patient and more comfortable with uncertainty. It can strengthen our ethical awareness, deepen our reflective practice and give us greater courage to challenge, experiment and trust the coaching process. Supervision is not surveillance or a judgement on our capability. It is an essential professional space that supports the wellbeing of the coach, protects the quality of the work and helps us become the thoughtful, ethical and responsive coaches our clients deserve. Timestamps: 00:01 Welcome and why every coach needs supervision 00:58 Professional expectations and accreditation 01:44 Blind spots, emotional reactions and open mental tabs 03:55 Helping fatigue and coach wellbeing 05:18 The three purposes of coaching supervision 05:35 Normative supervision and ethical practice 07:08 When an ethical dilemma becomes high stakes 09:30 Formative supervision and coach development 11:15 Why better-supported coaches serve clients better 12:45 Reflective practice as a core coaching skill 13:31 Restorative supervision and emotional demands 14:59 Responsibility, rescuing and the urge to fix 16:53 How supervision changes coaching practice 19:41 Supervision is not surveillance 20:10 Invitation to supervision training   Key Lessons Learned: Supervision is a core professional support structure, not a judgement on whether a coach is capable. Strong reactions, recurring thoughts and feelings of being stuck can be useful signals that deserve reflective attention. Normative supervision helps coaches navigate ethical complexity, safeguarding, confidentiality and conflicts of interest without expecting a supervisor to provide a simple answer. Formative supervision supports continuing professional development, helping coaches move from reliance on models towards a more fluent and flexible coaching approach. Reflective practice strengthens every other coaching skill by helping us notice what is happening within the coach, the client, the relationship and the wider system. Restorative supervision helps prevent helping fatigue by giving coaches somewhere to process the emotional weight of client work. The desire to help can become an urge to fix, rescue or take responsibility for a client's outcomes. Supervision helps us recognise and release that pattern. Well-supported coaches are often less reactive, more patient, more courageous and more comfortable with uncertainty. Looking after ourselves as coaches directly supports client safety, the quality of the coaching relationship and the sustainability of our practice. Keywords: coaching supervision; why coaches need supervision; coach supervisor; reflective practice for coaches; ethical coaching practice; coach wellbeing; coaching CPD; normative formative restorative supervision; professional coaching development; coaching ethics; accredited coach supervision; helping fatigue in coaching; supervision training for coaches, Links and Resources International Group for Coaching, Supervision Training: https://igcompany.com/supervisiontraining EMCC Global: https://emccglobal.org/ Association for Coaching: https://www.associationforcoaching.com/ International Coaching Federation: https://coachingfederation.org/ Global Code of Ethics: https://www.globalcodeofethics.org/

See All (272)

Trailer

4.9
out of 5
13 Ratings

About

The Coaching Crowd® Podcast is a weekly podcast for compassionate, courageous leaders, HR professionals and high achievers who are passionate about helping others to find alignment in their lives through coaching, and who are thinking of training and developing as a coach. Hosted by Zoe Hawkins and Jo Wheatley, Founders of Global Coaching Training Company "In Good Company", based in the UK, (https://www.igcompany.com). Zoe and Jo are Master Accredited, Award Winning and Multi Award Nominated coaches, coach trainers and coach supervisors. They are authors of the best selling book 'Deciding to Coach: The Mindset & Business Strategy For Aspiring Coaches'. Each episode focuses on a different element of what it is to be a coach and you'll listen in as Zoe and Jo discuss the topic through different lenses. You'll discover practical tools and resources you need to support your coaching as you learn all about becoming a qualified and certified coach. This podcast is a go-to resource for learning more about coaching and the mindset needed to be a world class coach. You'll learn how to enable clients to truly know who they are, what their hearts call for and how to understand their values, beliefs and unconscious needs. Coaching goes beyond professional success and personal fulfilment and focuses on supporting everyday mental health. As you learn more about coaching, you learn to coach yourself. You are In Good Company with The Coaching Crowd®. In Good Company offers accredited coaching qualifications for individuals and organisations around the world, as well as ground breaking accredited CPD for coaches such as the trade marked Emotions Coaching Practitioner Training. You can join our courses and learn more about our communities here www.igcompany.co.uk and take our free quiz to find out which coaching course is right for you www.mycoachingcourse.com.

Information

You Might Also Like