| This discussion focuses on the concept of flow | | | | enjoy, using our strengths, following our intuition |
| and its role in the executive coaching process. | | | | and focusing on present moment actions. It is also |
| This concept albeit an ancient one, is unused in | | | | when we align ourselves to the outcomes we |
| most executive coaching programs primarily | | | | want and ensure that our thoughts, speech and |
| because its application is not fully understood. This | | | | actions are congruent to these outcomes. |
| article identifies what flow is and provides practical | | | | Anything outside of this creates a pressured |
| techniques for integration into the executive | | | | spring coil. |
| coaching process. | | | | With these flow factors in mind the executive |
| I once heard a great analogy for the human | | | | coaching professional can guide the coaching |
| experience that most executive coaching | | | | conversation on the how flow can best be |
| professionals will identify with. It compares us to a | | | | integrated and to make it part of the way the |
| spring coil. The natural state of a spring coil is | | | | client operates in his or her environment. As with |
| when it’s fully distended. When its | | | | any change process the first key step is to |
| compressed it’s under pressure and pushes | | | | identify any resistances to this way of being. |
| back to get to its natural state. When we are | | | | Without buy-in the executive coaching process |
| under pressure with life’s challenges and | | | | cannot progress. |
| demands, we are like a compressed spring coil, | | | | The next step in this executive coaching process |
| out of our natural state of being at ease. In the | | | | is for the client to articulate the benefits of leading |
| state it is difficult to function at our best and we | | | | or managing in this way. What styles, behaviours |
| often feel drained and unfocused. | | | | and activities would change and how could flow be |
| As executive coaching practitioners we know that | | | | integrated into the team or organisatons culture? |
| many executives spend most of the time | | | | What would the new expectations be and how is |
| compressed, out of flow and feeling stressed. | | | | sustainability promoted? |
| Flow is when things seem effortless and when we | | | | Because the concept of flow is new it would be |
| are not resistant to what is. It’s when we | | | | prudent to introduce it subtly first and for |
| immerse ourselves in the experience with no | | | | managers to role model flow behaviour. Once |
| judgement and expectations. It’s when we | | | | people can observe what it looks and feels like |
| embrace fully and accept the moment as being | | | | their acceptance of it will flow with less resistance. |
| perfect the way it is even though it may be | | | | What we can say for sure is that the power of |
| challenging. Flow is about letting go and trusting | | | | flow is in its simplicity and moves people towards |
| that our actions will make the difference in | | | | achieving success in the best way they know |
| accordance with our intention. | | | | how to reach it. |
| Being in flow is when we’re doing what we | | | | |