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Some of you might believe some of these statements to be true for you, and you might be right Beliefs can never be proved as right or wrong or they d be facts and not beliefs Our role as coaches is not to agree or disagree with such statements of belief; rather it is our job to encourage deeper thought and challenge the assumptions on which such beliefs are often formed Let s imagine we re coaching someone who wants to implement a new shift rota because they feel it will be fairer and more ef cient but who also articulates the belief that I will be in trouble if I get this wrong Some might say, don t be silly or of course you won t or to hell with them, do it anyway , but this is unlikely to prove helpful as none of these responses challenge the basis of the limiting belief Instead we could ask, How do you know you ll be in trouble , what sort of trouble will you be in , have you been in this situation before , do you know other people who ve handled this situation , What can you do now to ensure it won t go wrong We can see that these questions would encourage our coachee to think in greater detail about why they believe they would be in trouble and to consider whether to risk it None of our questions are judgemental and so we are unlikely to get into an argument over who s right and who s wrong Simply inviting the people we coach to re-consider the basis of their limiting beliefs is often enough to leave them feeling mobilised to do something in spite of them Other times, when the belief is deep rooted, it may be necessary to explore further and to consider how such beliefs come to be formed
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LIMITING BELIEFS ARE BASED ON EVIDENCE Jo and Sam both work on the Organisation Development (OD) section of a large local authority and their work involves submitting
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proposals for OD projects to the Senior Management Team for approval Jo believes that Senior Management do not support new ideas She backs this up by explaining that her budget submission for this year was turned down at and that this particularly upset her given that her previous year s budget had been approved She goes on to point out that in the last six months 6 out of 10 project inception reports had been declined She feels that senior management are just too conservative and tend to reject anything new Sam believes that Senior Management are supportive of new ideas To illustrate this he points out that although his budget for this year was turned down, last year s submission, which was far more radical, was approved He says that four out of every 10 project inception reports are approved and that many of those rejected should never have been submitted in the rst place In Sam s view the Senior Management Team are very conservative and so need a compelling case to support a new idea Same roles, same circumstances, same Management Team, but utterly polarised beliefs about them Believing the Senior Management Team to be unsupportive Jo is likely to work on her budgets without any real enthusiasm and to do only what is necessary on her reports knowing they ll probably be rejected anyway Believing the Senior Management Team to be supportive, Sam is likely to produce a highly detailed budget submission and to make sure his reports show a strong supporting case for his suggestions Jo is likely to be turned down, Sam is likely to be supported, adding further supporting evidence to each of their beliefs The reinforcement of beliefs is further strengthened by an area of our brain known as the Reticular Activating System (RAS) Our RAS is a ltering system that prevents us being overloaded
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