The Socratic dialogue is used in coaching when non-beneficial belief systems obstruct one's own progress. For instance, when a client seeks a new professional challenge but - during the application phase - sticks doggedly to the belief that he/she has no chance on the market as a newcomer. Or when this person can't shake the role of colleague in his/her new management position. But what does this have to do with Socrates?
What's it about?
In Die Erfindung des Lebens ("The Inventing of Life"), Johannes, the alter ego of Hans-Josef Ortheil, the author, re-invents himself not once but twice. He narrates the absolutely impressive life story and spiritual-emotional development of a mute boy in post-war Germany who turns into a talented musician and author.
Emails that arrive after midnight, job-related calls during family celebrations – the blessings of the smart phone have long since become a curse for many and the boundaries demarking quitting time have become blurred if not abolished.
How is it possible that some people never seem to recover from drastic, life-changing experiences while others emerge stronger from such crises? This is a question that I have grappled with frequently during my coaching activities.
Most of us are familiar with a dilemma – i.e. having to make a choice between two alternatives that appear to be equally undesirable.
In a tetralemma (Gk. tetra = four, lemma = assumptions), two additional positions that lead us out of this situation are added, namely BOTH and NEITHER ONE.
The initial situation: A PR consultant (aged 45) has been in the consulting business for 14 years; he is responsible for clients and bears managerial responsibility for a small team of 3-4 people as well as responsibility for his family (2 children). From a professional standpoint, he is increasingly unhappy and irritable. He would like to launch a new career but doesn't quite know what that might be and isn't even sure whether this issue is covered by coaching.
I'd like to mention right off that I don't particularly like the term "non-violent communication". Initially, it gives rise to incomprehension and disinterest in my coaching clients and that's why I prefer to speak of "present" or "appreciative" communication. So what exactly does it mean?
During discussions or coaching sessions I am frequently struck by the fact that the terms "leadership" and "management" are used synonymously even though their meanings are different. But what exactly is the difference?
Many managers subscribe to the view that reducing the number of employee absences is the measure of all things. They believe that having a low level of sick leave says a lot about a company's state of affairs. But is it really that simple?
According to Stressreport 2012, a comprehensive study conducted by the German Federal Institute for Occupational Safety and Health, it is not (only) sick says that financially burden a business. In fact, staff members who come to work even though they are sick apparently cause even higher costs for businesses.
To say it right off, I'm not a big believer in time management methods. Many initially sound promising but then prove difficult to integrate into one's day-to-day routine. Nevertheless, there is one method that many of my clients, and myself included, have grown to appreciate, namely the so-called "Pomodori Method". How does Pomodori work? It's quite simple: