: Karin Tenelius
: Coaching Jobseekers
: TUFFleadershiptraining
: 9789198628425
: 1
: CHF 25.70
:
: Werbung, Marketing
: English
: 168
: DRM
: PC/MAC/eReader/Tablet
: ePUB
Anyone who wants to get out onto the job market is capable of taking responsibility themselves for their job search. With respect, empathy, sensitivity and straight talking, a coach can support the jobseeker in finding a new job. In the early nineties, Karin Tenelius developed a coaching method which places the focus on the person's attitude - something which proved to be the decisive factor in whether the person got a job or not. Thousands of jobseekers on programmes around Sweden have been coached by her using this method, as well as jobseeker coaches, employment officers and career coaches. This book is a tool for those who work individually or in groups with people in various jobseeking situations, but also for anyone who in other contexts has been tasked with supporting others in their development.

Karin Tenelius is a management consultant and co-founder of Tuff Leadership Training which provides skill training for managers to succeed if they want to lead in a more involving way. She also works with employee-driven businesses.

FIVE ATTITUDES OF A GOOD COACH


The five attitudes which together make up a coaching approach are:

  • Relating to people’s potential
  • Understanding the limits of your responsibility
  • Clarifying and summarising
  • Accepting the situation as it is
  • Not having your own agenda.

You may think that these five points seem simple and obvious, or perhaps they say nothing to you at all. Whichever it is, I would argue that when a coach integrates these five attitudes into their practice, it will result in people being able to achieve real change.

The task for you as a trainee coach is to embrace these attitudes, understanding their characteristics and starting to determine which you have already integrated and which still remain a challenge for you.

RELATING TO PEOPLE’S POTENTIAL


I am certain that anyone working with people will agree that it is crucial to be able to recognise and relate to the inherent potential and capacity in others. This is the basis of our work. However, my experience is that while it sounds good in theory, it is harder to put into practice. It is not easy to continue seeing someone as capable and competent when they are for the moment not tapping into their potential. In such cases, it is easier to give up and, more or less subconsciously, regard the person as a helpless. Then we try to help, to compensate for their helplessness by using our own strength on their behalf.

So the question is: how to relate to the jobseeker. Consider the follow­ing two statements:

  1. It is easy to relate to people as capable beings if we ourselves believe them capable.
  2. It is hard to relate to people as capable beings if we do not believe them to be capable.

When people find themselves unemployed, their potential is not always visible. There may be many reasons for this, for example that they have turned the setbacks into a given fact that they will never succeed, that they are not good enough. A person’s attitude can affect their inner potential, but cannot make it disappear! It remains a hidden resource which can at any time be activated once the person feels sufficiently motivated. Tapping into our inherent capacity may involve taking risks, something we are not always prepared to do. Whether we choose to make use of our potential often depends on whether we think there is sufficient value in the possible outcome and that it is therefore worth investing in the unavoidable risktaking. This is usually an unconscious thought process for most people.

As a coach, it is your job to clarify such thought processes and provide the opportunity for the jobseeker to access their inner resources. So this also involves