Coaching & wlb caw, 2012

Jun 18, 2012Download as PPTX, PDF0 likes287 views

The document discusses the coach's role in helping clients achieve work-life balance. It defines work-life balance as managing conflicting demands on time and energy to satisfy well-being and self-fulfillment needs. The coach can help by raising awareness of balance issues, supporting exploration of forces that impact balance, and clarifying choices to align with personal values during times of change. The document also identifies six life aspects (job, career, family, health, self-fulfillment, community) and provides questions for clients to consider regarding priorities, boundaries, and stress management.

The coach’s role in work-life balance
June 2012

Why should coaches & mentors care
about client work-life balance?

Work-life balance =
Complexity Management

Work =
The time and energy people contract
to a third party for a defined reward
(not necessarily monetary)

Life =
The opportunity to achieve
in a diverse range of contexts

Work-Life Balance =
A state where an individual manages real
or potential conflict between different demands
on his or her time and energy in a way that satisfies their
needs for well-being and self-fulfilment

The work-life culture profit chain
Employee Reduced
Retention Labour Costs

Employee Customer Sales/customer
Satisfaction Profit
Satisfaction retention
WLB
Culture
Employee Productivity, Crea Effective
well-being tivity etc business processes

© Clutterbuck Associates 2010

How the coach can help
• Raising awareness of work-life balance issues and conflicts
• Stimulating exploration and understanding of the forces that
support and undermine WLB for the client
• Clarifying and evaluating choices
• Linking aspirations of balance to client identity and personal
values
• Support through change and setbacks

The six life-streams
• Job
• Career
• Domestic/Family
• Health/Fitness
• Self-fulfilment
• Spiritual/Community

Some key questions
• What do I want from each aspect of my life?

•How do I sort out the conflicting demands on my time, physical
energy and emotional energy?

•How do I achieve the self-discipline to take charge of my life and
set boundaries for myself and others?

•How do I recognise and manage the stress?

Managing the conflicts
• Who defines what’s important for you?

•Let go/accept/move on

•Distributing your time and emotion

•How do you stop thinking about work?

•How do you build space between activities?

Allocation of Space and Time
Space/time for distant others
(e.g. community)

Space/time for paid employment

Space/time for close others

Space/time for me

© Clutterbuck Associates 2010

A sense of work-life balance =
Awareness + Control
Of the big picture Externally focused
Of the current situation Internally focused
Clarity of values

© Clutterbuck Associates 2010

Some critical questions
• Where do the boundaries lie?
• Does all executive coaching include an element of “life coaching”?
• How responsible is the coach for the client’s life choices?
• Does the coach have to be a role model for work-life balance? If
not, how do we manage the credibility issue?
• What if the client chooses not to have a balanced approach to
work and life?

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Coaching & wlb caw, 2012

1. The coach’s role in work-life balance June 2012

2. Why should coaches & mentors care about client work-life balance?

3. Work-life balance = Complexity Management

4. Are you a maximiser or a minimiser?

5. Work = The time and energy people contract to a third party for a defined reward (not necessarily monetary)

6. Life = The opportunity to achieve in a diverse range of contexts

7. Work-Life Balance = A state where an individual manages real or potential conflict between different demands on his or her time and energy in a way that satisfies their needs for well-being and self-fulfilment

8. The work-life culture profit chain Employee Reduced Retention Labour Costs Employee Customer Sales/customer Satisfaction Profit Satisfaction retention WLB Culture Employee Productivity, Crea Effective well-being tivity etc business processes © Clutterbuck Associates 2010

9. The work-life culture profit chain

10. How the coach can help • Raising awareness of work-life balance issues and conflicts • Stimulating exploration and understanding of the forces that support and undermine WLB for the client • Clarifying and evaluating choices • Linking aspirations of balance to client identity and personal values • Support through change and setbacks

11. The six life-streams • Job • Career • Domestic/Family • Health/Fitness • Self-fulfilment • Spiritual/Community

12. Some key questions • What do I want from each aspect of my life? •How do I sort out the conflicting demands on my time, physical energy and emotional energy? •How do I achieve the self-discipline to take charge of my life and set boundaries for myself and others? •How do I recognise and manage the stress?

13. Managing the conflicts • Who defines what’s important for you? •Let go/accept/move on •Distributing your time and emotion •How do you stop thinking about work? •How do you build space between activities?

14. Allocation of Space and Time Space/time for distant others (e.g. community) Space/time for paid employment Space/time for close others Space/time for me © Clutterbuck Associates 2010

15. Managing the conflicts • Who defines what’s important for you? •Let go/accept/move on •Distributing your time and emotion •How do you stop thinking about work? •How do you build space between activities?

16. A sense of work-life balance = Awareness + Control Of the big picture Externally focused Of the current situation Internally focused Clarity of values © Clutterbuck Associates 2010

17. Some critical questions • Where do the boundaries lie? • Does all executive coaching include an element of “life coaching”? • How responsible is the coach for the client’s life choices? • Does the coach have to be a role model for work-life balance? If not, how do we manage the credibility issue? • What if the client chooses not to have a balanced approach to work and life?

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Coaching & wlb caw, 2012

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