The Myers-Briggs Type Indicator (MBTI) is one of the most widely used personality instruments in the world. It’s taken by over 2 million people each year, and is a staple tool in coaching. Personality assessment is very important because much coaching work circles round discussing and dealing with how the coachee perceives and reacts to ‘the external world’. And that depends largely on the makeup of the individual’s personality.
Most of us take it as read that the MBTI is a bona fide instrument that tells us something about personality which is worth learning. Yet, among psychologists in particular, it’s regarded with outright scepticism. There’s been a controversy raging for years, and here I’m going to take a look at the arguments in order to shed light on whether the MBTI is fit for purpose as far as its use in coaching is concerned.
Are you good at listening? Now, be honest…
Let me be up front. If you’ve been following this blog, you’ll know I believe listening is one of the 5 basic coaching skills coaches need to master if they want to offer the high level of service their coachees deserve. In fact, I believe it’s the MOST important skill. Why? Because everything that happens in coaching depends on it.
The importance of listening
Think about it. Without listening, it’s well-nigh impossible to explore goals and current reality with coachees, because without attentive listening a coach is unable to base an intervention on actual coachee needs as opposed to the coach’s own predetermined ‘programme’. Relevant questions can’t arise in the moment if there hasn’t been an adequately deep, attentive process of listening from which those questions flow. And no-one can contract in coaching without listening, because listening is at the core of the process of discussion and negotiation upon which contracting depends.
What is Team Coaching? That’s a bigger question than you might think. Team Coaching is becoming increasingly important in this complex, fast-changing world of ours. Whatever kind of coaching we may be involved in, we need to understand what Team Coaching is, as well as what makes it different to what we already do.
Recently I’ve benefited from participating in CPD sessions on the topic, led by three seasoned successful Team Coaches. Whilst this post won’t be the last word on all things Team Coaching, what it will do is bring together five bite-sized insights from what I’ve learnt. Thanks Sandra Booth, Sheila Udall and Prof Peter Hawkins (as well as all the other participants) for sharing your wisdom.
I’ve written before about how coaching is at bottom based on the fundamental insight that coachees are experts vis-à-vis their own issues – even though they may not yet be fully aware of the fact or able independently to access their ‘wisdom’.
The other day I found myself musing on what this might mean as far as the coaching relationship is concerned. We know that part of the coaching role is to facilitate coachees in accessing their ‘wisdom’. But what riches might coachees themselves be bringing to the table, that we coaches may not yet have acknowledged?
Last time we checked out what the GROW Model is. We also discussed the importance of Goal Setting in helping both coach and coachee look beyond the current situation to establish a clear vision for the coaching intervention, as well as a focus for taking discussions forward.
Following on from that, this time we’ll be looking at the other three components of the GROW Model:
- checking out the Reality of the coachee’s current context and situation
- generation of Options
- ensuring the coachee has the Will to move forward with specific actions