• Ultimately every company’s success depends on the performance of its peo- ple. There is no substitute for human performance.

• The more highly performing is a person, the more they get paid, the more they are successful and rewarded.

• Coaching is an imperative for the success of an organization as well as of indi- viduals.

• Coaching brings the best out of people, sharpens and perfects their already acquired skills as individuals, in teams and ultimately in the whole organiza- tion.

• Coaching has a great contribution to the fulfillment of a need or encourage- ment of the progress of an individual for a specific effort or purpose in the fact that brings the best out of the individual for the achievement of strategic significant projects.

• Coaching can assist in the growth and development of the professionals and leaders of tomorrow and certainly assists tremendously in enhancing produc- tivity, improve job satisfaction and job longevity.

• Emotional well-being, awareness of emotions and ability to deal with them makes the difference between career stagnation or even failure and success and achievement—it can make or break a career.

• Emotional balance and positive emotions are directly related to the ability to be productive, resourceful, and effective.

• Coaching stimulates individuality – it allows the clients or clients to decide

for themselves the best approach in solving their problems, how to interact with their bosses, managers, customers, how to work individually or in teams, and ultimately how to proceed in their personal development.

• People are paid first for what they do. But as you move up the scale of corpo- rate pay and responsibility, you do less. In business often, the more you do, the less you make. The highest paid people in business are paid for creating and holding in their mind the concept of the organization.

THREE MAJOR OUTCOMES FOR COACHING

• Underperformance

• Increased and enhanced performance

• Future performance

NLP COACHING WORKS WITH CONSCIOUS MIND AND UNCONSCIOUS MIND FOR INTEGRATION

According to a team led by Professor Gerard Hodgkinson of the Centre for Organi- zational Strategy, Learning and Change at Leeds University Business School, intu- ition is the result of the way our brains store, process and retrieve information on a subconscious level and so is a real psychological phenomenon which needs further study to help us harness its potential. (source ScienceDaily_Mar. 6, 2008)

Through analysis of a wide range of research papers examining the phenomenon, the researchers conclude that intuition is the brain drawing on past experiences and external cues to make a decision – but one that happens so fast the reaction is at a non-conscious level. All we’re aware of is a general feeling that something is right or wrong.

“The driver couldn’t explain why he felt he should stop, but the urge was much stronger than his desire to win the race,” explains Professor Hodgkinson. “The driv- er underwent forensic analysis by psychologists afterwards, where he was shown a video to mentally relive the event. In hindsight he realized that the crowd, which would have normally been cheering him on, wasn’t looking at him coming up to the bend but was looking the other way in a static, frozen way. That was the cue. He didn’t consciously process this, but he knew something was wrong and stopped in time.”

Prof Hodgkinson believes that all intuitive experiences are based on the instantane- ous evaluation of such internal and external cues – but does not speculate on whether intuitive decisions are necessarily the right ones.

“Humans clearly need both conscious and non-conscious thought processes, but it’s likely that neither is intrinsically ‘better’ than the other,” he says.

As a Chartered occupational psychologist, Prof. Hodgkinson is particularly inter- ested in the impact of intuition within business, where many executives and man- agers claim to use intuition over deliberate analysis when a swift decision is re- quired. “We’d like to identify when business people choose to switch from one mode to the other and why – and also analyze when their decision is the correct

one. By understanding this phenomenon, we could then help organizations to har- ness and hone intuitive skills in their executives and managers.”

The research is published in the current issue of the British Journal of Psychology.  The article comprises a critical review of previously published theory and research within psychology and the wider behavioral sciences.