8月
4日,
2021年
田坂広志著「運気を磨く」を読んで、当たり前ながら衝撃の内容をお伝えします！（三日目）
引き続き田坂広志著「運気を磨く」を読み進めながら、私が「なるほど！」と思った部分を選んで、書き連ねて行きます。
今日は、ネガティブな想念をを消すための第二技法、つまり
３日目：「人生でのネガティブな体験」を陽転していく技法
人は誰でもネガティブな体験を抱えている。例えば「大学入試に失敗した」「病気で苦しんだ」「事業を起こしたが挫折した」などなど。
このような体験は、我々の無意識の世界に自己限定や自己否定な想念を生み出し、固着させてしまう。それらを一つ一つ振り返り、その「意味」を再考し、解釈しなおすことが必要。
『人生の「解釈」を変える五つの段階』
第一段階：自分に人生には多くの「成功体験」があることに気付く
これを実践する際に重要なのは、
（１）「考える」のではなく「感じる」こと。
（２）音楽の力を借りる。音楽は体験と共に記憶される。従って音楽を聞くとその体験と感覚が呼び起こされる。
（３）この技法の最も大切な目的は「自分の人生を愛する」こと
第二段階：自分が「運の強い人間」であることに気が付く
（１）自分が幸運に導かれた体験を思い出す
（２）幸運は不運に見える出来事の姿をしてやってくる！
（３）人生の「解釈力」こそが「良い運気」を引き寄せる
第三段階：過去の「失敗体験」を振り返り、それが実は「成功体験」であったことに気付く
（１）不運に見える出来事がことが陽転するのは「成長」という視点
（２）人生で与えられた「不運に見える出来事」の中にも、成長の糧を見出し歩んでいく。
第四段階：自分に与えられた「幸運な人生」に感謝する
（１）感謝の姿勢を持ち続け、「自力」の落とし穴に陥らない。
（２）自分の人生に与えられた「究極の成功体験」、即ちそれはこうして「生きている」ということに気付く。
ではまた明日！
by 「働くあなたを元気にする」コーチ
8月
3日,
2021年
田坂広志著「運気を磨く」を読んで、当たり前ながら衝撃の内容をお伝えします！（二日目）
今日も昨日に続けて、田坂広志著「運気を磨く」を読み続けて行きます。読み進めて行く中で私自身が「確かに！」と感じた部分を抜粋してご紹介いたします。
昨日の一日目でも触れましたが、この著書では、良い運気を引き寄せるためには、
「ポジティブ」ではなく「ネガティブ」、つまり心の中に数多く存在する「ネガティブな想念」を消して行かなければならない、
と説いています。
そこで今日はこの部分に焦点を当てます。
2日目：「ネガティブな想念」を消す方法
１．ネガティブな想念を消すには、以下三つの技法がある。
第一技法：「無意識のネガティブな想念」を浄化していく技法（本日、二日目）
第二技法：「人生でのネガティブな体験」を陽転していく技法（明日、三日目）
第三技法：「究極のポジティブな人生観」を体得していく技法（明日、四日目）
２．第一技法：「無意識のネガティブな想念」を浄化していく技法
この技法を実践するためには「三つの習慣」が必要である。
（１）第一の習慣、自然の偉大な浄化力に委ねる
- 自然の中に身を浸すこと。その自然と正対すること。
（２）第二の習慣、言葉の密かな浄化力を活かす
- ネガティブな日常言葉を使わない
- ポジティブな日常言葉を使う
なぜネガティブな日常言葉が好ましくないのか？ それは、
「他人を非難し否定する言葉は、自分に戻ってくる」から。
即ち、主語が抜け落ちる、からである。
一方、ポジティブな日常言葉については、次の「三つの感」の言葉を使うようにする。
-「感嘆」の言葉：誰かの良い所を褒める言葉
-「感謝」の言葉：心から「有り難い」と思っている言葉
-「感動」の言葉：素晴らしい自然などに触れた時、その感動を表現する言葉
（３）第三の習慣、和解の想念の浄化力を用いる
- 生活や仕事の人間関係において、摩擦や葛藤、反目や衝突がある人と、心の中で、一人一人と和解していくこと。
実は、
「相手を責める気持ちが、自分の心を苦しめている」
和解していくための具体的な「三つの手順」
手順１． 結ぼれの内観：自分の心の中にある「心のしこり」を静かに眺めてみる
手順２． 感情の明確化：抱く感情を静かに見つめる。
手順３． 相手との和解：相手と心で「正対」する。
自分が相手の立場なら、どう思うか、どう感じるか、という観点で二人の関係を見つめてみる。
そして「感謝」の言葉を述べる技法とは？
１．相手に直接会ってではなく「心の中」で
２．「謝る」ことでも「許す」ことでもなく「感謝」
３．心の中で感謝する、ではなく、心の中で感謝の言葉を述べる
ではまた明日！
by 「働くあなたを元気にする」コーチ
8月
2日,
2021年
田坂広志著「運気を磨く」を読んで、当たり前ながら衝撃の内容をお伝えします！（一日目）
昨日まで続けてきた「Brilliant Coaching」を今日は一休みして、田坂広志著の「運気を磨く」の内容を数回に分けて簡単にご紹介します。
なぜコーチングのシリーズを急遽、中止して「運気を磨く」なのか？ それは、この著書に書かれていることが
「当たり前」でありながら「衝撃」な内容
だからです。
もちろん、著書の内容を全てを記載できませんし、するつもりもありません。
また、記述する内容は、飽くまで「私の視点」で重要・その通りと考えた部分ですので、何卒ご了解ください。
１．「運気」とは？
運気というものは、いまだ科学的にはその存在が証明されていない。
しかし、それにもかかわらず、人類数千年の永い歴史の中で、そして、この広い世界の中で誰もが、この「運気」というものの存在を信じている。
２．良い運気を引き寄せられないのは？
良い運気を引き寄せられない理由は、ポジティブであろうとばかりするからである。心の中を「ポジティブな想念」で満たす前に、心の中に数多く存在する「ネガティブな想念」を消して行かなければならない。
３．良い運気を引き寄せる方法・技法
（１）人生の習慣を改める
（２）人生の解釈を変える
（３）人生の覚悟を定める
４．運気の現れ方
（１）直観が閃く
（２）予感が当たる
（３）好機を掴む
（４）シンクロニシティ（不思議な偶然の一致）が起こる
（５）コンステレーション（一見、無関係な事柄に意味を見出す）を感じる
５．「良い運気」を引き寄せる条件
我々の「心の状態」が、その心と共鳴するものを「引き寄せる」。従って「ポジティブな想念」を持つことが求められる。
ではまた明日！
by 「働くあなたを元気にする」コーチ
8月
1日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day7), Listening (2)
Listening from 'nothing'
I am an executive coach supporting and encouraging people who work in companies or organizations.
I will continue to put some key points about coaching at work while reading the book titled "Brilliant Coaching" by Julie Starr.
Going on to "Focused Listening" from yesterday, and today I will describe some points about listening.
Focused Listening, Part2
Part2: How we should listen
- Just as important as our effort to listen is our intention of 'how we are going to listen'. When you listen to someone, your belief or assumption about them would have an impact, favorably or unfavorably, on how you are going to listen.
- Listen from nothing
(1) A specific posture I'd encourage you to develop is your ability to listen 'from nothing'. That is, as you listen to someone, have no assumptions about them or what are saying.
(2) Your mind is free of judgement-type thoughts based on your previous experience of them, as though you now listen to them afresh.
(3) It's a practical experience of being present to them. We have a sense of being with them, rather than being in our own mind, with our thoughts.
- Barriers to listening
(1) We have many and various barriers to listening such as;
- our intention is on ourselves and our thinking
- we like to control the direction of the conversation
- we want to put something of ourselves into the conversation, perhaps to impress the other person or make them like us.
(2) How to overcome the barriers
- the issue is our poor 'self-awareness', i.e. we don't realize that we hijacked a conversation and we have reduced the quality of that conversation as a result.
- when we recognize it, we can ignore our own urge to interrupt.
That' all for today. See you tomorrow!
7月
31日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day6), Listening (1)
Good listener!
I am an executive coach supporting and encouraging people who work in companies or organizations.
By reading the book titled "Brilliant Coaching" by Julie Starr, I will continue to put some key points about coaching at work.
The topic is "Focused Listening" and let me divide it into two parts as follows.
Part 1: Good listeners
Part 2: How we should listen
Focused Listening, Part 1
- In coaching conversation, your need to listen goes beyond a simple need to hear information.
- When we listen to someone really well, we can actually help them speak and express themselves. If they recognize they are really being listened to, and so can relax and simply speak.
- Good listeners build rapport and warmth more naturally, through their increased focus on other people.
- The quality of your listening is directly linked to your attention. So, good listening demands that you make a conscious effort to listen.
- You need a clear minds, free of chatter - and that flows more easily from your attention.
- The basic principle of good listening is actually that you need to 'be with' the person you are supposed to be listening to.
- A good way to increase your capacity to create a stronger attention is to practice 'present-moment awareness' - this means you must clear mind and focus on what's happening right now.
That's all for today. See you tomorrow!
7月
30日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day5), Rapport
"Rapport" stems originally from 'bridge' in French.
I am an executive coach supporting and encouraging people who work in companies or organizations.
By reading the book titled "Brilliant Coaching" by Julie Starr, I will continue today putting some key points about coaching at work.
We are moving on to the section of the "basic skills of coaching" in the book. The core skills this book indicates are;
1. Build rapport and relationship
2. Focused listening
3. Effective questioning
4. Flexible style of influence
5. Constructive feedback
Chapter 5. Building rapport or relationship
- If you want to encourage others to be open to and trusting of you in a conversation, you must be able to create healthy levels of rapport.
- What is 'rapport'?
(1) Rapport is the sense of warmth, comfort and affinity in a relationship which comes in part from 'sameness'.
(2) Rapport also refers to your quality of relatedness to someone else.
(3) Two people with good rapport are more likely to trust each other, and their willingness to be open with each other will increase.
- Why is rapport so important in coaching?
(1) Positive rapport helps you influence someone constructively
(2) We encourage people to think for themselves, and that is much harder without good rapport.
(3) We sometimes need to challenge people or give them feedback in a way that builds confidence rather than discomfort. It's important that feedback are challenge are received effectively and good rapport helps you be viewed as a supportive colleague rather than a critical threat.
- How to build rapport
(1) Relax! That allows you to be able to notice subtle signals.
(2) Next, have the intention to be more 'related' to the other person. For example, focus on a thought like 'how are we the same here?'
(3) Notice, what might be causing lack of rapport - look for major differences.
- Empathy' is the ability to relate to another person in their own terms and will help you build rapport.
That's all for today. See you tomorrow!
7月
29日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day4), Our Ego
Putting someone under control?
I am an executive coach supporting and encouraging people who work in companies or organizations.
I will continue to put a couple of key points about coaching at work while reading the book titled "Brilliant Coaching" by Julie Starr.
Chapter 4. How does our "ego" limit our ability to coach
- Our "ego" in this context means natural urge to retain a sense of control during the conversation, for example to solve the problem or know the answer.
- Your ego is your sense of identity that comes from your mind's tendency to create a concept of who you are (and who you are not). In other words, it is a kind of perception that your mind has constructed over time and now you accept them, often without question.
- In common use of the term, 'ego' is used to describe an attribute of someone who appears arrogant or overconfident.
- Challenge your own assumptions / Don't believe everything you think
- To coach effectively, the influence of your personal opinions, assumptions and values must be reduced in a conversation.
- Stay in a neutral posture and don't react to the critical nature
- I am not saying that as a coach, you must ignore your own views, judgements and values, only that as you stay detached from your own opinion, you can stay with the purpose of the conversation, which is to help someone think for themselves.
- A coaching conversation aims to elicit someone's inquiry into a situation, and that requires a clear focus on them.
That's all for today. See you tomorrow!
7月
28日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day3), Mindset
A directive manager???
A non-directive, coaching manager???
I am an executive coach supporting and encouraging people who work in companies or organizations.
I will continue putting some key points about coaching at work while reading the book titled "Brilliant Coaching" by Julia Starr.
Chapter 3. Mindset of a coaching manager
(1) "a highly directive manager" tends to have;
- Good managers stay in control / do the 'right' things
- Problem solving, decision making
- Giving clear instruction
- Questioning for clarification
This mindset is not bad or wrong; there are times when this directive model creates positive leadership. However, this model exposes pitfalls including;
- The leader/manager puts themselves under pressure to know everything and 'be right' all the time.
- The team assumes that the leader/manager wants to be involved and 'give answers'.
- In the tendency to rely on the leader/manager, the team appear lazy, demotivated or lacking in confidence.
(2) "a coaching manager" tends to have;
- My subordinates can create great solutions.
- My contribution includes growing and developing people.
- Focused listening, open questions, constructive feedback
- Encouraging others to think and act responsibly
(3) developing your own style
It is not meant to say that either model of the two above is right or wrong, but to highlight the impact of a manager's worldview.
When you have the skills to manage in both a directive and non-directive way, you can adapt to situations and people to produce consistently good results.
Develop real flexibility and you have true choice.
That' all for today. See you tomorrow!
7月
27日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day2), Engagement
Coaching vs. Engagement
I am an executive coach supporting and encouraging people who work in companies or organizations.
Let me put some key points about coaching at work while reading the book titled "Brilliant Coaching" by Julia Starr.
Chapter 2. Coaching vs. Engagement
- Coaching is a critical link in the need to engage people
- "Engagement" is the willingness to invest oneself and expand one's discretionary effort to help the employer/organization succeed.
- Our sense of engagement involves our head and our heart; just because we may logically know we should do something, does not instantly make us joyful at the prospect of that.
- Coaching conversations enable engagement:
- "Coaching behavior" vs. "Link to engagement"
"active listening, seeking first to understand" vs. "helps people feel valued, promotes
openness and trust"
"active inquiry (use of open question), facilitating the thoughts of another"
vs. "challenges people to think and express themselves more clearly"
"encourage someone to think and act for themselves" vs. "affirms responsibility, ownership and empowerment, accelerates learning and develpment
That's all for today. See you tomorrow!
7月
26日,
2021年
Learning how to Coach in English ("Brilliant Coaching", Day1), Coaching at work
I am an executive coach supporting and encouraging people who work in companies or organizations.
Not quite sure if it is relevant or not to put this blog in English, but let me take this opportunity to do it for someone who is interested in learning how to coach in English.
I have decided to read the book titled "Brilliant Coaching (by Julie Starr)" again to help me refresh my memory and understanding about the concept of coaching. So, let me put a couple of key points of what the book is telling us as I go on reading it.
Please note that you can imagine it by the book title, this book focuses specifically on how to be a good coach in the workplace, instead of being a life coach or coaching in general.
Chapter 1. What is coaching at work
- Coaching is less directive style of conversation that encourages people to think and decide for themselves. An effective coach uses heightened levels of key skills such as listening, questioning, reflection and feedback.
- When managers coach people effectively, they create a positive impact on their performance, engagement and on their ongoing development.
- The benefits for managers include freeing up the time they waste managing detail that others are capable of handling, which enables them to focus more strategically or creatively over time.
- Managers who coach listen a little more closely, ask a few more questions and encourage others to think and act for themselves.
- When people work things out for themselves, they are more engaged in the solution.
- Directive or self-directed - what's the difference?
- Stay aware, stop telling, start asking
- Being helpful doesn't always help
That's all for today. See you tomorrow!
kazumi k 
鈴木玄 
わきさか ふみこ 
MEGA 
おだえりか 
高坂福美(こうさかふくみ) 
Kenichi Uchikura 
木村多喜子（きむらたきこ） 
kizukismile 
ぼぶ｜Want to 1000%実践プロデューサー 
佐藤智絵(さとうちえ)