Ircel Harrison @ircel - Bluesky Profile

10.10.2025 20:56 — 👍 0 🔁 0 💬 0 📌 0

How are Your Listening Skills? “Most people don’t listen with the intent to understand; they listen with the intent to respond.”-- Stephen R. Covey Covey is very clear in challenging us to place the emphasis in listening on the person speaking rather than thinking about a ready response. This is one of the first things we learn in our work as coaches. Coaching is not about us but about helping our clients to learn and grow. In our coach training, we will usually hear this statement: “You will have had a productive coaching session if your client talks eighty percent of the time, and you only talk twenty percent of the time.” Listening is an essential part of the coach’s skill set. We often speak of “powerful questions” almost as magic bullets in a coaching conversation, but those powerful questions only come from active listening. Listening and subsequent questions are two parts of a whole. Each is essential. Although active listening may sound like an oxymoron, a coach actively engages in skillful listening as an effective tool in communicating with a client. The coach may not verbalize everything he or she feels, perceives, or thinks, but this does not mean that the coach is not actively engaged not only with what the client is saying but the potential meaning behind it as well. As an active listener, the Christian coach is also listening for the voice of the Holy Spirit. Since we believe that God is at work in every person’s life, we listen for the work of the Spirit there. When we perceive that the Spirit is at work, we don’t force our perception on the client but allow that understanding to guide both our listening and questioning. How are your listening skills? var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

09.10.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

Client Accountability is Not the Coach’s Responsibility In Missional Renaissance, Reggie McNeal observes, “Genuine spirituality lives and flourishes only in cultures and relationships of accountability.” A reality check on this statement comes from the Barna organization which has found that only one out of ten believers have an accountability structure. This provides a significant challenge for coaches, especially as we work with believers. Although many Christians think of their personal relationship with God as their primary accountability structure, we are called throughout the New Testament to be active and engaged members of the church, the Body of Christ. As part of a worshiping and serving community of faith, we are part of a group of sisters and brothers who challenge and encourage us. Hebrews 10:24 states, “And let us consider how we may spur one another on toward love and good deeds” (NIV). This provides an accountability structure that clients and their coaches often fail to recognize and utilize. A common misconception of the coaching relationship is that it is the coach’s responsibility to hold the client accountable for achieving his or her goals. In reality, the coach’s role is to help the client to be accountable by creating or discovering his or her own accountability structures. The ultimate goal in coaching is for the client to find sustainable methods of self-management facilitating growth and achievement which will continue after the coaching relationship ends. In the coaching relationship, the coach manages the process and keeps in mind the things that the client says are important to him or her, while the client defines the path forward and then pursues it. The client always knows more about their own situation than the coach does, and this includes the most effective methods of accountability for that person. What are some accountability structures that a client might embrace? Some are already established–family, friends, co-workers, and fellow Christians. Others can be developed by creating internal reminders and or engaging external resources. For example, if the client is already part of a Bible study group and is seeking a deeper prayer life, he or she might share this with the group and allow them to ask about the person’s practices whenever the group meets. On an individual basis, the client might seek out another person who would commit to meet with him or her on a regular basis as prayer partners. The client might also add a reminder on his or her phone to pray at several specific times during the day. The first example takes advantage of an already established group. The second and third are structures that the client creates. Of course, the client can always ask the coach to provide accountability through a check-in e-mail or a follow-up inquiry at a subsequent coaching session but discovering and implementing a personalized approach helps the client to be more creative and responsible. As coaches encourage such awareness and creativity, they help the client to both take advantage of their own resources and to become more aware of the support structures around them including Christian friends and community. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

07.10.2025 17:40 — 👍 0 🔁 0 💬 0 📌 0

What’s Your Growing Edge? In our Introduction to Coaching class at Summit Coach Training, we invite participants to write their “elevator speech” on who they are or want to be as a coach. If you don’t know the term, an elevator speech is a clear, brief message or “commercial” about you. It is something that you could share on a short elevator ride with another occupant. My elevator speech as a coach is, “I help individuals discover their growing edge and to live into it.” What’s a “growing edge”? Your growing edge is the boundary between your present status, role, or self-concept and the demarcation point to possibilities beyond that present reality. It is a choice to move beyond the status quo to something new. I believe that one’s willingness to address their growing edge comes out of one or more the following characteristics and questions. Curiosity— “How can I learn more about this topic.” Something has attracted my attention, and I want to know more about if for some reason. Opportunity— “A new door has been opened for me. Should I walk through it?” Perhaps something unexpected has come your way. Do you want to invest the time and energy to seriously pursue it? Awareness— “I have discovered that there is a chance to improve my life. What does this involve?” Perhaps you have discovered a health, emotional, or relational challenge in your own life. Do you address it or ignore it? If you choose to act, what is the course of action required? Challenge— “Someone has suggested that I can stretch myself in some way. Should I do this?” Often a challenge comes from a friend, co-worker, or supervisor. This person has identified a strength in you that seems dormant or underdeveloped. How do you address this opportunity? You will note that I have used positive rather than negative terms here. The opposite terms would be: * Rather than curiosity, complacency * Rather than opportunity, threat. * Rather than awareness, apathy. * Rather than challenge, problem. The words I have chosen to describe these characteristics reflect what researcher Carol Dweck calls a “growth mindset,” the belief that a person's capacities and talents can be improved over time. The other option according to Dweck is a “fixed mindset,” the belief that one’s capacity to learn and improve is limited and often useless. In coaching, we embrace a growth mindset, therefore my use of the term “growing edge.” Everyone has one but must decide to recognize and invest in it. That’s where coaching comes in. A person with a growth mindset is a prime candidate for a coaching relationship. When a coach is aligned with a client who has a growth mindset, the client has a partner in unpacking his or her curiosity, opportunities, awareness, and challenges to identify and embrace a way forward. "Growth is the only evidence of life" is a quote attributed to John Henry Cardinal Newman, 19th century English Catholic priest. This statement emphasizes that growth, whether spiritual, physical, or intellectual, is a fundamental sign of being alive and not merely existing. Do you want to grow or just exist? The choice is yours. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

06.10.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

Coaching: Creating Sacred Spaces of Trust and Safety In Celtic Christianity, Christians often seek out “thin places” where God seems to be especially close. These are physical sites where there is an undeniable connection to the sacred. This idea is portrayed in Exodus 3:5 where Moses is told by God, “The place on which you are standing is holy ground.” These are not always places of peace, however. In Genesis 32, we read the account of a “thin place” where Jacob struggled with a stranger and came away saying “For I have seen God face to face, and yet my life is preserved.” (v. 30) Out of his struggle came peace and direction. We are especially blessed when we encounter such places, but in practice, they are not always geographical. These are places where we encounter God and come away with new insight, understanding, and purpose. They may be present in our prayer time, our conversations with friends, or even in a coaching conversation. More than once I have had a client talk about the coaching conversation as a safe or sacred space. The coach can provide a safe, supportive environment that brings out the best in the client. In such a setting, the client will be more willing to engage in intentional, focused growth. When I consider the ICF Core Competency that calls upon the coach to cultivate trust and safety, I think about sacred spaces and how we might create them or at least nurture an environment where they might emerge. Just as in all aspects of a coaching conversation, this is a partnership. The coach partners with the client to co-create this space. Perhaps this is more intentional when both the client and the coach are believers, but I encourage those of us who are Christian coaches to adopt this mindset even when the client is not a believer and when we are engaging in any topic of discussion, not just those we might label spiritual. There is strong biblical teaching for a coaching mindset that seeks to provide a sacred space. First, every person is created in the image of God. Psalm 139:14 says, “I praise you, for I am fearfully and wonderfully made. Wonderful are your works; that I know very well.” (NRSV) Every person we encounter and every client we engage is a child of God, no matter where they may be in their spiritual lives. We respect each person as a child of God and seek to provide a space where God’s light can shine through. Second, every person has the potential for continuous growth. If we did not believe this, we would not be coaches! This possibility is certainly true for believers. We read in 2 Peter 3:18, “But grow in the grace and knowledge of our Lord and Savior Jesus Christ. To him be the glory both now and to the day of eternity. Amen. (NRSV) Again, even if the client is not a believer or dealing with a specific spiritual topic, he or she has the capacity to become more. We as coaches embrace this possibility for every client and provide a place where it can happen. Third, as we create a partnership with our client, we are reminded of Proverbs 27:17, “Iron sharpens iron, and one person sharpens the wits of another. (NRSV) We all need encouragement to grow. This certainly happens in the Christian community. In the coaching relationship, we give our client a taste of this, drawing on our own experiences of being encouraged and supported by other believers. We join the client in the sacred space and guide the process as it emerges. Perhaps providing a place of trust and safety in working with clients is one of our most effective ways of expressing our beliefs as people of faith. As we seek the presence of God in our conversations, we are offering a witness to the love and grace of God that is available for all.

29.09.2025 11:02 — 👍 0 🔁 0 💬 0 📌 0

Evening Prayer: Loving God, life can be hard, and it can be harsh, so we pray Your grace and peace will be with those who find rest and sleep elusive tonight because of the hard places in their life. Grant them the assurance of Your care and the inner assurance of Your love. Amen.

28.09.2025 01:42 — 👍 2 🔁 1 💬 0 📌 0

Seth Godin

27.09.2025 18:26 — 👍 0 🔁 0 💬 0 📌 0

Relational Coaching: Shifting from Individuals to Ecosystems One of the concepts that has expanded my understanding of coaching is that we don’t just coach individuals, but we coach individuals who are part of a system. Coaching typically focuses on individual development, but a broader perspective recognizes individuals as integral parts of a larger system. As one person observed, “It is time to move from egocentric coaching to ecosystem coaching.” I am not yet sure how to do that effectively, but a recent article on the Fast Company website stimulated further thinking on my part. In his new book, You and We: A Relational Rethinking of Work, Life, and Leadership, Jim Ferrell focuses on helping people apply relational approaches to leadership and organizational life. This certainly has implications for effective leadership coaching and for coaching teams. Ferrell observes that, “The idea of a separate individual is a myth, and because it’s a myth, the strategies that mistake it as true generate systematically poor advice. . .. Every individual you think you are seeing is relation in disguise.” He emphasizes that the most crucial aspect of any organizational chart is the "space between" names and boxes – the realm where collaboration either thrives or fails. This relational space is not merely a metaphor but a quantifiable and changeable reality, collectively forming the "relational field" of an organization. The level of connectivity within this field is a strong predictor of organizational success. To see and measure this space, we first need a way to differentiate between levels of relation. To effectively understand and influence this relational field, Ferrell proposes five distinct levels of relation: * Division: People or teams that get in each other’s way are dividing. * Subtraction: Those who resist or avoid others are subtracting. * Addition: People or teams just focusing on their own work are adding. * Multiplication: Those who are collaborating with others are multiplying. * Compounding: People who care as much about others’ success as their own and integrate their work in deep ways to advance their collective success are compounding. With these levels of relation in mind, you can map team and organizational connectivity levels and decide which relational intersections across the system need to be addressed. When you can see and track these levels of relation, you can start improving them intentionally and systematically. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

24.09.2025 17:28 — 👍 0 🔁 0 💬 0 📌 0

What I Have Learned about Coaching Clients Each coaching client is unique. As coaches, we each have a philosophy of coaching, a code of ethics, strategies, curiosity, and intuition. We have our own experiences and inclinations that inform us but (we hope) do not limit our effectiveness. Even so, we must be flexible, ready to adapt to the personality, expectations, and individuality of each client. My observation is that all my coaching clients (past and present) have certain characteristics in common, however. They are smart. Most are in leadership roles that are only given to professionally and vocationally competent people. They have both training and life experiences to draw on. They are gifted. We define spiritual gifts in various ways, but I believe that God has gifted each person with special abilities. These gifts may not always be fully developed, but they are present in the individual. They know a lot more about their situation that I do. They are the experts on the particular concern they wish to address in coaching. What do they lack? This is not true in every case, but some clients come to coaching with one or more of the following characteristics. They are not motivated. Sometimes I will coach a person who is “stuck”—emotionally, spiritually, vocationally. They have not ascertained a way forward in their situation. A coach cannot motivate a client, but a coach can help a client discover his or her own motivation— “a motive for action.” They lack clarity. Even if they possess a growth mindset, they are unsure about how to act in their situation. Their vision for themselves or their organization is fuzzy or non-existent. There is a paraphrase of a line from Alice in Wonderland: “If you don’t know where you are going, any road will get you there.” Where you want to end up is important. They are undifferentiated. In family systems terminology (as I understand it), the individual is too immersed in the system to have an objective or unprejudiced point of view. They have bought into the present situation so thoroughly that they are unable or unwilling to ask the questions and take the actions to lead effectively. Of course, there may be other things that a client may need to address to grow. An effective coach comes alongside not as the expert or with a box of magic tricks, but a desire to help the client know themselves, their capabilities, and the actions that will move them toward their goals and ultimately their vision for life. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

09.09.2025 11:02 — 👍 0 🔁 0 💬 0 📌 0

Leadership: Control or Collaboration The 20th century industrial model thrived on a tight command and control model. It increased production, but it often fostered an “us” versus “them” approach--industry versus labor union, employer versus employee, “boss” versus workers. In his New Leadership Paradigm, Steve Piersanti picks up on this in calling for a shift from the old paradigm of control to one of collaboration. The control approach depended on coercion, dominance, and secrecy to “keep people in line.” The new paradigm calls for collaboration. Piersanti describes collaboration in this way: “Leadership is exercised through invitation, request, dialogue, persuasion, respect, openness, kindness, integrity, and partnership, without compulsion.” This is the way that the church was intended to function. In Romans 12:4-8, the apostle Paul writes, For just as each of us has one body with many members, and these members do not all have the same function, so in Christ we, though many, form one body, and each member belongs to all the others. We have different gifts, according to the grace given to each of us. If your gift is prophesying, then prophesy in accordance with your faith; if it is serving, then serve; if it is teaching, then teach; if it is to encourage, then give encouragement; if it is giving, then give generously; if it is to lead, do it diligently; if it is to show mercy, do it cheerfully. A similar approach is presented in 1 Corinthians 12 and Ephesians 4. The church is an organic whole with interdependent parts, all of which have a function and perform that function to the best of their ability. They do this because it is their purpose, what they are called to do. The 21st century church will be at its best only when it effectively calls out, equips, and empowers every believer to do his or her part in pursuing the mission of God in this world. This is the leadership model for the Kingdom. (This post first appeared here on July 30, 2019.) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

04.09.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

The Gifts of Fall and Denominational Meetings Each season bring its own gifts. Fall brings us cooler temperatures, the familiar rhythms of school and work, football, and denominational meetings! Some may be surprised at the last item of that list, so let me explain. In my Southern Baptist tradition, fall is the time for associational meetings and state meetings. As a denominational person and collegiate minister, I was expected to be present in those gatherings. Associational meetings are made of messengers from local churches in a county (or maybe a combination of two or more) who gather in October (usually) to learn about local and state ministries, worship, and listen to sermons. My appreciation for these annual associational meetings grew when I was campus minister at Carson Newman College (now University) in east Tennessee. In that role, I would be expected to represent the college in three or four such meetings. Of course, these were usually smaller, more rural associations. The President and cabinet level employees got the urban areas. So, I would set off with some vague directions (no GPS in those days) of how to find a church in the countryside (usually named something like Little Hope or Rehoboam Baptist Church). I loved it! Being in east Tennessee in the fall is a blessing from God. Trees blazing with color, a bite in the air, beautiful vistas—what more could you ask? But another blessing was the preaching. Not every message was a winner, but often I heard solid messages offered by men (yes, it was that era) who knew what it meant to be in the trenches with parishioners daily, walking alongside them in good times and bad. There were downsides. Women were limited to making “nice little talks” about missions and benevolence work (something they did better than the men) and providing the food. Often there were people who wanted to be critical of the “liberalism” at the college. And sometimes, it was a late night getting home to family. Even so, spending those days in the hills and with those people was a blessing. Our God is a God of surprises, providing blessings where we least expect them. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

03.09.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

Leadership Dilemma: Outgrowing Your Mentor Benjamin Franklin said this about mentoring: “There are two ways to acquire wisdom; you can either buy it or borrow it. By buying it, you pay full price in terms of time and cost to learn the lessons you need to learn. By borrowing it, you go to those men and women who have already paid the price to learn the lessons and get their wisdom from them.” Mentors are important in our personal and professional development. They not only share their experiences with us, but they open doors by introducing us to people in our field and sponsoring us to be involved in special projects or events. Is it possible that one can outgrow her or his mentor? This is not only a possibility but very likely. In the Book of Acts, we read the story of a mentor-protégé relationship that prospered for a period but ended with some discord. We sometimes forget that Barnabas was a mentor for Saul, the persecutor of the Way who would become its most articulate spokesperson. When Saul first appeared in Jerusalem after his conversion, many of the church leaders feared him, but Barnabas recognized that his experience was authentic and advocated for him. Later Barnabas found himself working with the new church in Antioch and sent for Saul to come join him and invest his gifts there. With the urging of the Holy Spirit, the church at Antioch sent them off on what we call the first missionary journey to the Gentiles. Their success led to a controversy among Christians over the acceptance of these new believers based on their faith alone, but Barnabas and Paul (as he had come to be called) stood together before the leaders in Jerusalem to advocate for “an unhindered Gospel” (to use Frank Stagg’s term). Only when they planned for the next missionary journey did they experience a disagreement over the inclusion of John Mark on the team. They went their separate ways. At some point the mentor-protégé relationship broke down between Barnabas and Paul, but evidently neither was ready to acknowledge it. Paul went on to mentor others, and certainly Barnabas did as well. What can we learn from this experience? First, mentor relationships may only last for a season. There are critical points in our lives when we need mentors. Most of us have had more than one mentor and each filled an important role at different times in our lives. We must recognize that situations change and relationships do as well. Second, at some point the protégé has learned everything he or she can learn from the mentor or at least decides that this is true. Even the best mentors have limited areas of expertise and experience. Barnabas had opened doors of service for Paul and now it was his time to do the same for others. Third, although it may be difficult, those who are mentors must recognize when it is time to move on from the relationship. This does not mean that the person will never be a mentor again but just that they have invested all that they can in this particular protégé. Let’s hope when it is time for that partnership to end, we can find a better way to do it than Paul and Barnabas did! Don’t be afraid to become a mentor, but learn how to let go when it is time for your protégé to spread her or his wings. If you are protégé, be transparent with your mentor, share your appreciation, and then move on to share that person’s investment in you with others. (This post originally appeared here November 27, 2017.) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

02.09.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

31.08.2025 17:50 — 👍 0 🔁 0 💬 0 📌 0

Summit Coach Training — Pinnacle Leadership Associates Participants will learn, as well as practice, basic skills in coaching based on the International Coaching Federation Core Competencies. Topics include ethical practices in coaching, developing a coac...

SCT 101—INTRODUCTION TO COACHING

Thursdays, 11:00 am to 1:00 pm ET/10:00 am to Noon CT—September 11 to October 30 (8 weeks; 16 hours)

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25.08.2025 17:42 — 👍 1 🔁 0 💬 0 📌 0

Check out this new photo

20.08.2025 23:50 — 👍 0 🔁 0 💬 0 📌 0

Impact: How to Inspire, Align, and Amplify Innovative Teams—A Book Review Let me warn you upfront: this is a complex, multilayered volume written by an author with both an engineering (Ph.D.) and public policy background as well as practical experience in the gaming industry (Roblox). Keith Lucas invites us into a deep dive to creating, leading, developing, and sustaining teams that are both innovative and entrepreneurial. He believes that “high-performing teams create engines of innovation in the behaviors they cultivate and the people they hire, develop, and retain.” There are two major themes in the book: developing teams that practice aligned autonomy and developing “mission athletes” in those teams. Although the ground covered in the first area is very familiar territory, Lucas gives it a fresh spin. He knows the accepted literature in the field but is not limited by it. The section on developing team members acknowledges the reality that not everyone is going to buy into the team approach or achieving the organization’s mission and provides realistic approaches to addressing that situation. Coaching is a key part of Lucas’ strategy. He sees coaching as an essential part of the individual’s growth and their ability to contribute to the company’s mission. There is a lot of both quotable and actionable material in this book, but one statement provides a good example: “Coaching for growth is only possible if everyone involved has a growth mindset, coach and coached alike.” (p,188) Lucas’ book is clear, authoritative, and practical; however, be prepared to go deep! var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

19.08.2025 11:00 — 👍 0 🔁 0 💬 0 📌 0

Transitions As I looked over a group I was meeting with this week, I realized that practically everyone there was going through a time of transition—sending children back to school or launching them into world; dealing with birth or death; supporting aging parents or considering one’s own aging; beginning a new position or leaving one; celebrating good health with new activities or recognizing the limitations of changing health; beginning a relationship or ending one. Change and transition are not the same. Change is an external event or situation that takes place: a new job, a new life situation, a change in lifestyle. Change can happen very quickly. Transition is the inner psychological process that people go through as they internalize and come to terms with the new situation that the change brings about. Recognizing that we are in transition leverages change for significant growth. When you touch an artistic mobile, equilibrium is changed. The mobile goes through a period of rebalancing or transition before new balance is achieved. The resulting configuration is not necessarily the same. Empathetic leaders recognize that change can put people in crisis, but crisis can be an opportunity for growth if transition is handled effectively. The people of Israel experienced two events of significant change that embraced transition. One was the departure from Egypt and the time spent in the wilderness. The experience of forty years in the desert created the people of Israel and their dependence on God. Another time of transition for Israel was the years in Babylonian captivity. Those who came out of this exile had a new understanding of God that was more universal and less tribal. In both cases, the people of God did not just change, but they came away with new perceptions and commitments. What sustains us during transitions? * Relationships. We either strengthen our relationships with significant others or sever some relationships and create others. * Values. The virtues, concepts, and ethical standards that are important to us may be sorted and reprioritized in transition, but they tend to survive and provide a north star for our orientation to the way out. * Faith. An understanding that God walks with us through times of change and the ensuing time of transition should be encouraging. Throughout history, God has been present with God’s people in triumph, exile, persecution, expansion, and opportunity. One thing I know for sure, if you are not in transition right now, you soon will be. Whether you will take advance of the opportunities it offers is up to you. var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

18.08.2025 11:00 — 👍 0 🔁 0 💬 0 📌 0

Life Coaching vs. Therapy: A Comparison Life Coaching vs. Therapy: A Comparison Ethical and effective coaches know when a client’s needs go beyond the scope of coaching and require referral to a licensed mental health professional. Recognizing these boundaries protects both the client’s well-being and the integrity of the coaching process. Aspect Life Coaching Therapy Primary Focus Future-oriented growth and goal achievement Healing and recovery from past or present emotional/psychological distress Approach Strengths-based, action-driven, and solution-focused Diagnostic, treatment-based, and process-oriented Time Orientation Focuses on present and future Often explores past to understand and heal present issues Scope Clarifying goals, building skills, enhancing performance, increasing life satisfaction Addressing mental illness, trauma, emotional regulation, and behavioral challenges Typical Client Mentally healthy individuals seeking growth, clarity, or life transition support Individuals experiencing emotional distress, mental health challenges, or disorders Methods Goal setting, accountability, action planning, mindset shifts Evidence-based clinical interventions (CBT, EMDR, talk therapy, etc.) Professional Requirements Certification/training in coaching; not a medical license Licensed mental health professional (psychologist, counselor, psychiatrist) Outcome Goal Achieve desired life changes and improved performance Achieve emotional healing, symptom reduction, and improved mental health Relationship with Client Partnership of equals; client is resourceful and capable Therapeutic alliance: clinician provides expert guidance in mental health (Developed with research by Chat GPT) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

15.08.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

14.08.2025 16:40 — 👍 0 🔁 0 💬 0 📌 0

Knowing When to Refer a Coaching Client to a Therapist While life/leadership coaching can be deeply supportive, it is not a substitute for mental health treatment. I have had clients who were not only engaged in coaching but were seeing a counselor as well. Each engagement was helpful to the client, but it was important for the client to understand the clear distinction between the two helping professions. Ethical and effective coaches know when a client’s needs go beyond the scope of coaching and require referral to a licensed mental health professional. Recognizing these boundaries protects both the client’s well-being and the integrity of the coaching process. Key signs that a referral may be appropriate include the following: * Signs of Mental Illness – Persistent depression, anxiety, mood swings, panic attacks, or symptoms that interfere with daily functioning. * Unresolved Trauma – Past or recent trauma that causes significant emotional distress or impacts the client’s ability to focus on future goals. * Suicidal Thoughts or Self-Harm – Any expression of intent to harm oneself or others requires immediate professional intervention. * Addiction or Substance Abuse – Situations where dependence is impairing judgment or daily functioning. * Inability to Engage in Coaching Goals – If a client is unable to focus on actionable steps because they are overwhelmed by emotional pain, therapy is the better first step. A professional referral is not a failure of coaching—it is an act of care. Ethical coaches recognize red flags (e.g., suicidal ideation, addiction, severe anxiety) and refer to a licensed therapist when appropriate. In some cases, coaching and therapy can happen in parallel, with clear boundaries and communication. The therapist addresses emotional and mental health concerns while the coach supports goal achievement and personal growth. For a quick overview of why and when a coach should refer to a therapist, the International Coaching Federation as provided a helpful document. (Developed with research by Chat GPT) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

13.08.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0

Proud of Stephanie’s achievements as an educator

12.08.2025 17:24 — 👍 0 🔁 0 💬 0 📌 0

How Life Coaching Contributes to Mental Health (Without Being Therapy) Having served on the board of a faith-based counseling center, I have a great appreciation for professional counselors and therapists. I have also been the client of a therapist, so I know the impact that a trained, empathetic counselor can have in one’s life. As a result, when I train our coaches at Summit Coach Training, I have a clear understanding of the difference between counseling/therapy and coaching. My colleague, Beth Kennett, has reminded me, however, that coaching can contribute to one’s mental health. Life coaching can significantly contribute to mental health without being therapy by focusing on personal growth, clarity, and forward movement — not on diagnosing or healing mental illness. Here's how coaching can support mental well-being when properly used. First, Future-Focused Empowerment. Coaching helps clients set and achieve meaningful goals, boosting motivation and hope — both protective factors for mental health. It embraces and reinforces a growth mindset and helps individuals envision a future beyond their current perceived limitations. Unlike therapy, which may address trauma, mental illness, or emotional distress, coaching emphasizes envisioning a desired future and acting toward it—providing a sense of hope and empowerment. Second, Enhancing Self-Awareness and Resilience. Through reflective questioning and feedback, coaching builds self-awareness, emotional intelligence, and the capacity to manage stress and challenges. These strengths support emotional regulation and help the client to avoid burnout or emotional spiraling. Third, Building Healthy Habits and Boundaries. Coaches help clients develop routines, boundaries, and accountability — key contributors to psychological well-being. Small lifestyle shifts (e.g., time management, mindfulness, values alignment) can reduce anxiety and increase life satisfaction. Fourth, Creating a Safe, Non-Judgmental Space. While not clinical, the coaching relationship itself provides positive human connection, which can be healing and grounding. It gives clients permission to dream, reflect, and express themselves without fear. It becomes a sacred space for the client. Fifth, Supporting Identity and Purpose. Coaching often helps people rediscover who they are, what they value, and where they are headed — supporting existential well-being and meaning-making, which are central to mental health. In short, life coaching supports mental well-being by helping people move from where they are to where they want to be, without delving into diagnosis or treatment. (Developed with research by Chat GPT) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

11.08.2025 11:03 — 👍 0 🔁 0 💬 0 📌 0

Evening Prayer: Loving God, may the blessings of Your love and mercy keep us through the night and grant us a good night's rest. May the blessings of Your grace be with the sick as well as the lonely and hurting. Keep us in Your care and keep in Your care those who suffer. Amen.

11.08.2025 01:41 — 👍 3 🔁 1 💬 0 📌 0

The Call to Empower: Why You Should Consider Becoming a Coach Whatever the profession, many people find themselves standing at a crossroads, knowing where they want to go but unsure how to build the bridge to get there. If you are someone who naturally gravitates toward helping others find that path, who thrives on seeing potential unlocked, then becoming a coach might be more than a career—it could be your calling. In this article, I use the term “coach” to refer to anyone who adheres to the International Coaching Federation definition of coaching: “Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” One may choose different modifiers to clarity their particular interest—life, leadership, health, career, spiritual, etc. Each requires additional training beyond the basics of coaching. The primary reason to become a coach is the profound sense of purpose that comes from making a tangible, positive impact on another person's life. Unlike many professions where the results of your work are abstract, a coach witnesses transformation firsthand. You become a partner in your clients' journeys, helping them dismantle limiting beliefs, embrace their deepest values, set meaningful goals, and create actionable strategies for success. Whether it's a career change, a health transformation, or improving relationships, you act as a catalyst for growth. This process of empowering others is deeply fulfilling and provides a powerful "why" to your daily work. Beyond the impact on clients, the journey of becoming a coach is one of intense personal and professional development for the coach themselves. To guide others effectively, you must first master the tools of the trade: active listening, powerful questioning, and maintaining an objective, non-judgmental perspective. This skill set enhances not only your coaching practice but every relationship in your life. You learn from each client's unique challenges and triumphs, broadening your own understanding of resilience, motivation, and the human spirit. In essence, as you help others grow, you inevitably grow too. Becoming a coach is not about having all the answers. You are not a person’s “problem solver.” It’s about asking the right questions, providing unwavering support, and holding a steadfast belief in your client's ability to create the life they desire. If you feel a pull to serve, a passion for potential, and a desire to align your profession with a deep sense of purpose, the world of coaching may be waiting for you. (Written with research by ChatGPT.) var gaJsHost = (("https:" == document.location.protocol) ? "https://ssl." : "http://www."); document.write(unescape("%3Cscript src='" + gaJsHost + "google-analytics.com/ga.js' type='text/javascript'%3E%3C/script%3E")); try { var pageTracker = _gat._getTracker("UA-7047602-1"); pageTracker._trackPageview(); } catch(err) {}

04.08.2025 11:04 — 👍 0 🔁 0 💬 0 📌 0