2. What is Athma International Wellness
Academy
•
Athma International Wellness Academy (AIWA) is
dedicated to provide quality training for new entrants
and therapists who aspire to play important roles in the
highly dynamic Beauty, Ayurveda, Fitness, Spa and Allied
Health industries.
The Academy is committed to training excellence, with
high levels of proficiency in a diverse range of wellness
courses relevant to the changing health and wellness
environment. In order to provide student-centered
learning opportunities, the courses are designed to be
flexible, inclusive, lifelong and relevant to the respective
profession.
Our goal is to produce the best complementary therapy
practitioners and to nurture their passion and interest in
natural, alternative, complementary and wellness
therapies.
The programs are conducted by professionals with
several years of experience in the wellness industry.
4. “A word of encouragement during a failure is
worth more than an hour of praise after
success.”
A good coach will make the
coachees see what they can
be rather than what they are.
Coaching……
5.
6. What is coaching?
Process by which an individual works with others to
facilitate higher level performance.
Providing guidance, feedback, and direction to
Ensure successful performance
- Coaching is connected to leadership.
- Pulling out the best in individuals.
- Not just directing.
Coaching is usually associated with sports.
- In business, coaching means personal achievement
and excellence within a meaningful life arena.
7.
8. • Personal coaching - or 'life coaching' as it is commonly described
and promoted - is a quite recent area of learning and development.
• Life coaching can be effective in many situations, for example in
helping a person's career direction and development, or for
personal fulfilment or life change more generally.
• Life coaching, or becoming a personal coach is also a career
opportunity in itself that interests many people from a wide variety
of backgrounds.
• Life coaching is rather like a brand or label of the life coaching
industry, but it potentially covers virtually every aspect of personal
development that an individual might aspire to - for career direction
and development, management, executive and leadership, business
start-up and entrepreneurialism, life skills, personal fulfilment, lifebalance, and the acquisition of specific skills or knowledge.
9. How does coaching differ from other helping
professions?
A. Coaching is one of the most modern approaches in developing
potential - Focuses on positive aspects of behavior compared to
“problem-based” or pathological approaches.
B. Pathological approaches (problem based):
- Can be seen in psychiatry; also in psychology (problem based).
C. In contrast, coaching is a more positive and proactive approach. A
new way of thinking.
D. Coach seeks to ensure performers
receive all of the knowledge, insight,
and skills necessary for high
performance.
10.
11. •
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The Role Of The Coach
Establish and clarify goals of the session
Develop a plan to accomplish the tasks and responsibilities
Ensure members have a clear definition and understanding
of their roles and responsibilities
Align expectations with coach and the member
Advise, instruct, and demonstrate desired behaviors and
skills
Encourage and provide feedback for improvement
Acknowledge and reinforce desired behaviors when
observed
12. Characteristics of an Effective Coach:
* Competence
* Influence
* Interpersonal Style
* Effective Feedback
13. Coaching Competencies
Performance Improvement
Communication
Communicating Instructions
Providing Feedback
Listening for Understanding
Setting Performance Goals
Rewarding Improvement
Dealing with Failure
Assessing Strengths and
Weaknesses
Relationships
Building Rapport and Trust
Motivating Members
Working with Personal Issues
Confronting Difficult Situations
Execution
Responding to Requests
Following Through
14. The Coach as Motivator:
• Help members see the bridge between:
– What they value and desire and…
– The task or role for which they are responsible
• Provide specific, timely observations of performance
and effectiveness
• Encourage belief in members’ abilities to succeed
• Validate current levels of accomplishment while
advocating greater achievement
• Identify potential challenges, pitfalls, and unforeseen
consequences
15. Coaches Provide Feedback That Is….
• Descriptive and non-evaluative
• Meant to improve skills by making team
members aware of what was right or wrong
about their task performance
• Considered a development tool used to
enhance task performance
• Two-way, that is, it allows team members the
opportunity to interact and ask questions.
16. Qualities Required For Good Coaching
1. Listening In coaching, listening is more important than talking. By
listening, people can be helped to overcome their fears, be
offered complete objectivity and given undivided attention and
unparalleled support. This leads to the intuitive questioning that
allows the client to explore what is going on for themselves.
2. Communication skills: Coaching is a two-way process. While
listening is crucial, so is being able to interpret and reflect back, in
ways that remove barriers, pre-conceptions, bias, and negativity.
Communicating well enables trust and meaningful understanding
on both sides. Coaches are able to communicate feeling and
meaning, as well as content - there is a huge difference.
Communicating with no personal agenda, and without judging or
influencing, are essential aspects of the communicating process,
17. 3. Rapport-building; A coach's ability to build rapport with people is
vital. Normally such an ability stems from a desire to help
people, which all coaches tend to possess. Rapport-building is
made far easier in coaching compared to other services because
the coach's only focus is the client. When a coach supports a
person in this way it quite naturally accelerates the rapportbuilding process.
4. Motivating and Inspiring: Coaches motivate and inspire people.
This ability to do this lies within us all. It is borne of a desire to help
and support. People who feel ready to help others are normally
able to motivate and inspire. When someone receives attention
and personal investment from a coach towards their well-being
and development, such as happens in the coaching
relationship, this is in itself very motivational and inspirational.
18. 5. Curiosity: Coaching patterns vary; people's needs are
different, circumstances and timings are unpredictable, so
coaching relationships do not follow a single set formula.
Remembering that everyone is different and has different needs is
an essential part of being a coach. Ultimately, everyone is human so coaches take human emotions and feelings into account.
6. Flexibility Coaching is client-led - which means that emotions have
to be tapped into from the very beginning of the coaching process.
So, having the flexibility to react to people's differences, along with
the curiosity and interest to understand fundamental issues in
people's lives, are also crucial in coaching.
7. Courage: Coaches generally have a strong belief in themselves, a
strong determination to do the best they can for their clients, and
a belief, or faith that inherently people are capable of reaching
goals themselves. All this does take courage -
19. Coaching Techniques
The GROW Model is a simple yet powerful framework for
structuring your coaching or mentoring sessions:
• Goal.
• Reality – (current).
• Options (& Obstacles).
• Will (or Way Forward).
A good way of thinking about the GROW Model is to think about
how you'd plan a journey. First, you decide where you are going (the
goal), and establish where you currently are (your current reality).
You then explore various routes (the options) to your destination. In
the final step, establishing the will, you ensure that you're committed
to making the journey, and are prepared for the obstacles that you
could meet on the way.
20. How to Use the Tool:
To structure a coaching or mentoring session using the GROW
Model, take the following steps:
1. Establish the Goal
• First, you and your member need to look at the behavior that you
want to change, and then structure this change as a goal that he /
she wants to achieve.
• Make sure that this is a SMART goal: one that is
Specific, Measurable, Attainable, Realistic, and Time-bound.
When doing this, it's useful to ask questions like:
• How will you know that your member has achieved this goal? How
will you know that the problem or issue is solved?
• Does this goal fit with his / her overall career objectives? And does
it fit with the team's objectives?
21. 2.Examine the Current Reality
• Next, ask your member to describe his current reality.
This is an important step: Too often, people try to solve a problem or
reach a goal without fully considering their starting point, and often
they're missing some information that they need in order to reach
their goal effectively.
• As your member tells you about his current reality, the solution may
start to emerge.
• Useful coaching questions in this step include the following:
• What is happening now (what, who, when, and how often)? What is
the effect or result of this?
• Have you already taken any steps towards your goal?
• Does this goal conflict with any other goals or objectives?
22. Explore the Options
• Once you and your member have explored the current reality, it's
time to determine what is possible – meaning all of the possible
options for reaching his / her objective.
• Help your member brainstorm as many good options as possible.
Then, discuss these and help him/her decide on the best ones.
• By all means, offer your own suggestions in this step. But let your
member offer suggestions first, and let him/her do most of the
talking. It's important to guide him/her in the right
direction, without actually making decisions for him/her.
Typical questions that you can use to explore options are as follows:
• What else could you do?
• What if this or that constraint were removed? Would that change
things?
23. • What are the advantages and disadvantages of each option?
• What factors or considerations will you use to weigh the options?
• What do you need to stop doing in order to achieve this goal?
• What obstacles stand in your way?
4. Establish the Will
• By examining the current reality and exploring the options, your
member will now have a good idea of how he/she can achieve
his/her goal.
• That's great – but in itself, this may not be enough. The final step is
to get your member to commit to specific actions in order to move
forward towards his / her goal. In doing this, you will help him / her
establish his/her will and boost his/her motivation.
Useful questions to ask here include:
• When do you need to review progress? Daily, weekly, monthly?
24. Finally, decide on a date when you'll both review his/her progress.
This will provide some accountability, and allow him/her to change
His/her approach if the original plan isn't working.
Tip 1: Write down some stock questions as prompts for coaching
sessions.
Tip 2: The two most important skills for a coach are the ability
to ask good questions and the ability to listen effectively.
• Don't ask closed questions that call for a yes or no answer (such as
"Did that cause a problem?"). Instead, ask open ones, like "What
effect did that have?" Be prepared with a list of questions for each
stage of the GROW process.
• Use active listening skills and let your "client" do most of the
talking. Remember that silence provides valuable thinking time: you
don't always have to fill silence with the next question.
25. Five key rules that are essential to a coaching dialogue:
1. Listen with Curiosity
When we speak about listening with curiosity, we're talking about
conveying a genuine interest in what others are saying. All too often
we listen with impatience and a lack of attentiveness, which in turn
hampers dialogue.
2. Take in What You Hear
You can project all the necessary nonverbal cues to give the other
person a sense that you're listening with curiosity. While projecting
a sense of curiosity, don't forget to absorb and register what is being
said. You need to hear the words, read the gestures, and take in the
thoughts, ideas, and emotions of the other party. To take in what
you hear, you need to pace the conversation and put yourself in the
shoes of the other party.
26. Reflect with Accuracy
Reflecting back with accuracy shows the person you’re really
listening and confirms that you have digested the right information.
It also allows the person to hear back what he or she has said and to
check within him or herself: Is it exactly what he or she meant to
say? You can reflect back by:
a. Paraphrasing Restate the essence of what you heard in your own
words, or repeat what you heard using the same words the other
party used.
b. Summarizing When you hear a lot of information, you may want
to summarize the main message into short and concise sentences.
When people have conversations, sometimes information doesn't
emerge in an orderly way. You want to help your protégés focus on
what seem to be their most important issues.
27. Repeating meaningful words When you repeat meaningful words, you
let the other person know that you heard what is really important
to them. It enables them to sense that you're listening and
understanding them.
4. Questioning for Exploration
Asking questions extends the conversation and allows for a more
proactive dialogue. Ask open-ended questions that allow more
exploration to occur. By asking open ended questions, you give your
protégés an opportunity to find answers within themselves.
When protégés discover the answers for themselves, it empowers
them. When you question for exploration, you reinforce in their
minds that you believe in them and that their
opinions, knowledge, and experience are worthwhile. You build
their confidence.
28. Provide Feedback for Development
Feedback is often thought of as being inherently critical, but that
need not be the case. Successful coaches are careful and
discriminating about how they employ feedback, knowing that poor
or incomplete feedback could stifle their protégés or even cause
feelings of inadequacy in them. The successful coach avoids the
common mistake of using feedback as a vehicle for asserting
expertise. Unclear, arrogant, or dismissive feedback can drive your
protégés into defensiveness and destroy the trust so critical to your
relationship.
When providing feedback, coaches should strive to make it clear,
make it relevant, make it non-evaluative, make it helpful, and make
it positive. If you listen, reflect, question, and provide the right
feedback, you can easily build trust in the coaching relationship.
29. Feedback Should Be….
Well-Intentioned:
• Feedback gives information, not advice
• Effective feedback is meant to help the recipient—it is a gift
• It should not be used to “get something off of your chest”
• Feedback will not fix what you believe is wrong with another person
Nonjudgmental:
• Do not use terms like “good” or “bad”
• The goal of feedback is to help someone understand and accept the
effects of his or her behavior on others
– The member’s decision to change behavior is not part of the
feedback process
30. Coaching Tips
Do…..
– Actively monitor and assess performance
– Establish performance goals and expectations
– Acknowledge desired behaviors and skills through
feedback
– Coach by example; be a good mentor
Do not…..
– Coach from a distance
– Coach only to problem-solve
– Lecture instead of coach
31.
32. The Results of Good Coaching Are…
• Defined and understood goals
• Aligned expectations between the coach and
member
• Transfer of knowledge on a “just-in-time” basis
• Increased individual motivation and morale
• A more adaptive and reactive person
• Improved performance and safer
patient care
33.
34. Is coaching a universal skill set?
A. YES! Coaching is universal in application.
B. We are all coaches.
- Opportunity to coach in all aspects of life.
- Mostly to whom we work with and care about.
C. Look where can you help facilitate performance
of others.
- Most answers to problems lie within
themselves.
D. Practice your skill of coaching!
YOU will become a better leader,
and grow yourself!
35.
36. Our Team
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Shine Gopal – Founder & CEO
Shika Syam – Program Director
Prof. A.J. Johnson – Principal
Dr. Rajesh Ramnath – Nutrition and Wellness Specialist
Dr. Varma – Consultant – Occupational Wellness (Award Winner)
Lt. Col. (Retd) Ajay Randhawa – Safety & Occupational Certified Professional
Dr. Prasanth Pillai – Consultant
Gireesh Gopal – Director & Trainer
Deepak Sugathan – Clinical Psychologist
International Directors & Advisors
Dr. Andrew Scadberg – Phd
Prof. Vitaly Geyman – Life Coach
37. Note:
• Employee Wellness Programs are not just
one time trainings. For best results it should
be a series of programs which include
assessments, coaching on various
topics, on-going follow-ups, support and
skill development.
38. Contact Info
Athma International Wellness Academy (AIWA)
105, Canal Road, Girinagar, Kochi, Kerala
www.newdaywellness.in | www.athmawellnessacademy.com
info@athmawellnessacademy.com
Mob : 8129499988 (Shine Gopal – CEO )
