This groundbreaking book tells you how to overcome the inner obstacles that sabotage your efforts to be your best on the job.
Timothy Gallwey burst upon the scene twenty years ago with his revolutionary approach to excellence in sports. His bestselling books The Inner Game of Tennis and The Inner Game of Golf, with over one million copies in print, changed the way we think about learning and coaching. But the Inner Game that Gallwey discovered on the tennis court is about more than learning a better backhand; it is about learning how to learn, a critical skill that, in this case, separates the productive, satisfied employee from the rest of the pack. For the past twenty years Gallwey has taken his Inner Game expertise to many of America's top companies, including AT&T, Coca-Cola, Apple, and IBM, to teach their managers and employees how to gain better access to their own internal resources.
What inner obstacles is Gallwey talking about? Fear of failure, resistance to change, procrastination, stagnation, doubt, and boredom, to name a few. Gallwey shows you how to tap into your natural potential for learning, performance, and enjoyment so that any job, no matter how long you've been doing it or how little you think there is to learn about it, can become an opportunity to sharpen skills, increase pleasure, and heighten awareness. And if your work environment has been turned on its ear by Internet technology, reorganization, and rapidly accelerating change, this book offers a way to steer a confident course while navigating your way toward personal and professional goals.
The Inner Game of Work teaches you the difference between a rote performance and a rewarding one. It teaches you how to stop working in the conformity mode and start working in the mobility mode. It shows how having a great coach can make as much difference in the boardroom as on the basketball court and Gallwey teaches you how to find that coach and, equally important, how to become one. The Inner Game of Work challenges you to reexamine your fundamental motivations for going to work in the morning and your definitions of work once you're there. It will ask you to reassess the way you make changes and teach you to look at work in a radically new way.
"Ever since The Inner Game of Tennis, I've been fascinated and have personally benefitted by the incredibly empowering insights flowing out of Gallwey's self-one/self-two analysis. This latest book applies this liberating analogy to work inspiring all of us to relax and trust our true self."
Stephen R. Covey, author of 7 Habits of Highly Effective People
|Publisher:||Random House Publishing Group|
|Product dimensions:||5.20(w) x 8.00(h) x 0.60(d)|
About the Author
W. Timothy Gallwey's teachingmethods, originally put forth in his international bestseller The Inner Game of Tennis, have been applied to the fields of business, health, and education, as well as sports. He has worked with such major corporations as AT&T, Apple, Coca-Cola, and IBN. He lives in Agoura Hills, California.
Read an Excerpt
Coaching is an art that must be learned mostly from experience. In the Inner Game approach, coaching can be defined as the facilitation of mobility. It is the art of creating an environment, through conversation and a way of being, that facilitates the process by which a person can move toward desired goals in a fulfilling manner. It requires one essential ingredient that cannot be taught: caring not only for external results but for the person being coached.
The Inner Game was born in the context of coaching, yet it is all about learning. The two go hand in hand. The coach facilitates learning. The role and practices of the coach were first established in the world of sports and have been proven indispensable in getting the best performance out of individuals and teams. Naturally, managers who appreciate the high levels of individual and team performance among athletes want to emulate what coaching provides.
The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business.
Who Owns the Problem?
One of the first exercises I give in coaching seminars for managers addresses this question. Breaking into threes, one manager would play the role of coach, one would play the client, and one would observe the dialogue. The client would be asked to think of some issue, skill, or goal he would like coaching on. The coach would receive no instructions on how to coach. The observer was given a specific variable to observe and report on.
During the first few minutes of the conversation, the person being coached-the client-would be very animated, working hard to present the relevant information about the problem to the coach. The coach would be in the listening mode. Then, at a certain point, an abrupt change in the body posture of the two people would occur. The client would lean back as if relieved of his problem and the coach would start doing the talking, usually working very hard to come up with ideas or solutions to the problem. Typically, the client would let the coach do the work with occasional interjections aimed at showing why the solution being proposed would not work.
The third person had simply been asked to notice when and if the "ownership of the problem" shifted from one person to another. In almost all cases their feedback confirmed that after a few minutes the client had succeeded in handing off the problem to the coach, who had accepted the lion's share of the burden of solving it.
Most of us learned this pattern of problem solving at a very young age. Probably our parents, eager to be "good parents' " solved some of the problems that should have been left to us to solve so that we could gain skill and confidence. We come to expect this kind of help from the coach or parent. We may get an answer, but we don't develop the skill or self-confidence to cope with similar problems in the future. In turn, we tend to try to validate ourselves as parents and coaches by solving the problems of our children or clients.
Coaching as a Conversation for Mobility
It is essential to the Inner Game of coaching that the coach try to see from the point of view of the person being coached. By learning to listen to the client non-judgmentally, the coach learns the most important elements of the craft. Learning to ask questions that help clients reveal more and more to themselves is a natural outcome of such listening. The coach's questions are geared to finding out information not for the purpose of recommending solutions, but for the purpose of helping clients think for themselves and find their own solutions. Ideally, the end result of every coaching conversation is that the client leaves feeling more capable of mobility.
Inner Game coaching can be divided into three conversations: a conversation for awareness (getting the clearest possible picture of current reality), a conversation for choice (getting the clearest possible picture of the desired future outcome), and a conversation for trust (in which the client gains greater access to internal and external resources in order to move from current reality to the de sired future). These principles, awareness, choice, and trust are the same ones that provide the foundation for learning itself as well as for focus of attention. In the course of any conversation, awareness, choice, and trust are all present, though one may be emphasized over the others.
The Conversation for Awareness-The purpose of this conversation is to help the person or team being coached (the client) increase awareness of what is-i.e., the important aspects of the current reality. The coach listens both for what stands out to the client as he views the current situation and for what is not standing out. Using questions or statements that focus the attention of the client, the coach can make current reality become more distinct and clear. It is like turning on the headlights of a vehicle and cleaning the windshield. Remember, awareness itself is curative. The primary tool is focus of attention on the critical variables.
The coach can start with a very broad question, such as "What's happening?" and then narrow the domain of observation. "What are you observing about the customer while you are presenting the benefits of your product/ service?" "Did you observe anything in particular from the expression on his face or from his body language?" "How did you know when he was receptive to what you were saying or when you were hitting some resistance?" "What is your reaction and action when you notice that resistance?" These questions must be asked in a context of non-judgment, or they will provoke defensiveness, not increase awareness.
Awareness questions do not require answers to be effective. The clients express their awareness as it is. The degree of awareness indicates whether more attention should be paid to that variable or not. As a result of this conversation, both the client and the coach become more aware of the awareness of the client. The seed of each question is usually embedded in the previous response. In the process, the client automatically becomes more conscious about how to direct attention in the next experience. As in all coaching conversations, the point is simply that both client and coach become more conscious and more mobile.
Table of Contents
- Preface by Peter Block
- Introduction: The Quest to Work Free
- Chapter 1: A Better Way to Change
- Chapter 2: The Inner Game Meets Corporate America
- Chapter 3: Focus of Attention
- Chapter 4: The Practice of Focus
- Chapter 5: Redefining Work
- Chapter 6: From Conformity to Mobility
- Chapter 7: The STOP Tool
- Chapter 8: Think Like a CEO
- Chapter 9: Coaching
- Chapter 10: The Inherent Ambition
Most Helpful Customer Reviews
The premise for learning is great. I could totally see how the changes in coaching style will bring results in a more interesting, safe and fun environment. This book is not about playing a game, it is about learning and the vital role coaches play whether learning a sport, to drive a car, math problems or being successful at work.