This is what you say or think to yourself. Self-talk patterns are related to how people feel and act. Changing self-talk is commonly used for (a) prompting a specific behavior, (b) improving self–confidence, (c) attention control, (d) motivation, and (e) arousal control. Common components include the identification of negative or irrelevant thoughts, challenging these thoughts, the creation of positive thoughts, and the substitution of positive thoughts for the negative thoughts.
David Lesser (1928 - 2001) was the originator of what we today understand by the term Curative Hypnotherapy. It was he who first saw the possibility of finding the causes of people’s symptoms by using a combination of hypnosis, IMR and a method of specific questioning that he began to explore. Rather than try to override the subconscious information as Janet had done, he realised the necessity- and developed the process- to correct the wrong information. Lesser’s understanding of the logicality and simplicity of the subconscious led to the creation of the methodical treatment used today and it is his innovative work and understanding that underpins the therapy and is why the term ‘Lesserian’ was coined and trademarked. As the understanding of the workings of the subconscious continues to evolve, the application of the therapy continues to change. The three most influential changes have been in Specific Questioning (1992) to gain more accurate subconscious information; a subconscious cause/effect mapping system (SRBC)(1996) to streamline the process of curative hypnotherapy treatment; and the ‘LBR Criteria’ (2003) to be able to differentiate more easily between causal and trigger events and helping to target more accurately the erroneous data which requires reinterpretation.
Hypnosis, when using proven therapeutic procedures, can be a highly effective form of treatment for many mental, psychosomatic, and physical disorders. For example, through the use of regressive techniques, an adult patient may mentally voyage back to a point in youth that was particularly troublesome, allowing the healing of old emotional wounds. Another patient can be led to understand that emotional pain has been converted to physical pain, and that the pain can be eliminated once the source has been addressed. Or, a person suffering from chronic pain can be taught to control the pain without use of medications. There are a number of techniques for correcting dysfunctional behaviors such as self-destructive habits, anxiety disorders, and even managing side effects of various medical treatments and procedures.
Motivational climate refers to the situational and environmental factors that influence individuals' goals. The two major types of motivational climates coaches can create are task-oriented and ego-oriented. While winning is the overall goal of sports competitions regardless of the motivational climate, a task-orientation emphasizes building skill, improvement, giving complete effort, and mastering the task at hand (i.e., self-referenced goals), while an ego-orientation emphasizes demonstrating superior ability, competition, and does not promote effort or individual improvement (i.e., other-referenced goals). Effective coaching practices explore the best ways coaches can lead and teach their athletes. For examples, researchers may study the most effective methods for giving feedback, rewarding and reinforcing behavior, communicating, and avoiding self-fulfilling prophecies in their athletes.
The demand for executive coaching has experienced rapid growth. Executive coaching is now a multi-billion-dollar industry. All signs indicate that executive coaching is a sound investment. Studies report an impressive ROI of 500-800 percent. A study conducted by MetrixGlobal LLC, for example, reported an ROI of 689 percent associated with executive coaching (and this finding accounted for the entire cost of coaching, including the opportunity costs associated with the time leaders spent not on the job in coaching sessions). Citing similar results, the International Coach Federation (ICF) has presented a body of research demonstrating that coaching tends to generate an ROI of between $4 and $8 for every dollar invested. On the other hand, it’s important to note that Anthony Grant of the University of Sydney claims that too strong of an emphasis on financial returns can result in coaching interventions that increase stress and anxiety. To avoid narrowly focusing on financial returns, it’s important to consider the multitude of tangible and, perhaps more important, intangible benefits of coaching and develop goals accordingly.
To achieve fast results, many popular executive coaches model their interventions after those used by sports coaches, employing techniques that reject out of hand any introspective process that can take time and cause “paralysis by analysis.” The idea that an executive coach can help employees improve performance quickly is a great selling point to CEOs, who put the bottom line first. Yet that approach tends to gloss over any unconscious conflict the employee might have. This can have disastrous consequences for the company in the long term and can exacerbate the psychological damage to the person targeted for help.
Ferruccio Antonelli established the International Society of Sport Psychology (ISSP) in 1965 and by the 1970s sports psychology had been introduced to university course offerings throughout North America. The first academic journal, the International Journal of Sport Psychology, was introduced in 1970, which was then followed by the establishment of the Journal of Sport Psychology in 1979.
During the next year, Nelson suggested a number of personnel changes. Since those came with the CEO’s backing, the HR director accepted them, no questions asked. Because she was afraid to buck the CEO’s handpicked adviser, the personnel director also said nothing about the problems that ensued. These stemmed from Nelson’s exclusive reliance on his profiling system. For example, in recommending the promotion of one East Coast store manager to regional director of West Coast sales, Nelson ignored the man’s unfamiliarity with the region and the people he was appointed to manage. Not surprisingly, that move—and many of Nelson’s other ill-conceived selections—bombed. To compound the problem, word of Nelson’s status and his often horrific recommendations circulated through the company like wildfire, leading many people to both fear and resent his undue influence over Garvin. The negative emotions Nelson generated were so intense that underperforming, newly promoted managers became the targets of an undeclared, but uniformly embraced, pattern of passive-aggressive behavior by the rank and file. Such behaviors ranged from not attending meetings to botching orders to failing to stock goods in a timely manner.
Passion, making it about the athlete and not about you, and clear communication. You have to be willing to say what the athlete doesn’t want to hear and to go in deep with what’s stopping them. They might, and probably will resist, so you have to really present the coaching in a way that’s not confronting, but rather in which they can really see the opportunity that’s available in taking the coaching.
This video will last for 8 hours and will allow you to enjoy a full night of high quality sleep. Simply turn on the video when you go to bed, lay back, relax, and fall asleep. The affirmations in the recording will be absorbed by your subconscious as you sleep, producing fantastic results. At the end of the recording an alarm will sound, and you'll wake up full of positive energy and ready to start your day.
An often-overlooked intangible benefit of executive coaching is stress reduction. Executive coaches can empower executives with an arsenal of tools and tactics to combat stress and, in turn, improve productivity levels. A study by Jan Ramsøy and Sigrid Stover Kjeldsen, in cooperation with the Norwegian University of Life Sciences, found that coaching reduced executives’ stress levels by, on average, 18 percent after only eight to 10 coaching conversations (some participants experienced stress level reductions as high as 47 percent). Perhaps what’s most powerful is the fact that effective coaching appears to be contagious! Research by Dr. Sean O’Connor & Dr. Michael Cavanagh of The University of Sydney found that the closer employees are situated to individuals who have participated in coaching, the higher their levels of well-being.
As the practice of sport psychology expanded throughout the 1980s and 1990s, some practitioners expressed concern that the field lacked uniformity and needed consistency to become "a good profession." The issues of graduate program accreditation and the uniform training of graduate students in sport psychology were considered by some to be necessary to promote the field of sport psychology, educate the public on what a sport psychologist does, and ensure an open job market for practitioners. However, Hale and Danish (1999) argued that accreditation of graduate programs was not necessary and did not guarantee uniformity. Instead, these authors proposed a special practicum in applied sport psychology that included greater contact hours with clients and closer supervision.
GoodTherapy.org is not intended to be a substitute for professional advice, diagnosis, medical treatment, or therapy. Always seek the advice of your physician or qualified mental health provider with any questions you may have regarding any mental health symptom or medical condition. Never disregard professional psychological or medical advice nor delay in seeking professional advice or treatment because of something you have read on GoodTherapy.org.
It is important when choosing a practice that you check if they are certified with a reputable board of hypnotherapists. Anyone can promote himself or herself as a hypnotherapist regardless of training or certification. So It pays to do a little research - however most practices are reputable with proper training. Ask where they were trained and who has certified them.
Cally Stewart, OTD, OTR/L, CH joined the Center for Healthy Living in January 2017. She was certified in hypnotherapy in 2009 and has practiced in a variety of health care settings including cancer care, family medicine, rehabilitation from injury or surgery, and chronic disease self-management. Cally has a B.A. in psychology from Washington University in St. Louis, Missouri. She received her master's and doctorate in occupational therapy at Tufts University and is a licensed occupational therapist in Massachusetts. She also holds a certification in hypnotherapy through the International Association of Counselors and Therapists.
The landscape of leading organizations is changing, and more companies are turning to coaches to increase their effectiveness and sustainability. To meet that demand, our Certificate in Executive Coaching takes an innovative approach to developing the skills students need to improve the performance and satisfaction of individuals and teams to achieve organizational goals.
Rita is the answer!!!! I had my one session with her on June 9th and have been a non smoker ever since! My advice is to listen to the recordings she sends you. I listen to the 14min sleep one and also in the beginning I listened to one in my car. My career has me driving all over SoCal so that was a little rough but the tapes helped me through it.
Sports psychology began with research on sports performance with psychologist and researchers Norman Triplett (cyclists are speedier in competition than when they ride solo) and Walter Miles (studied reaction time of football players to increase their reaction time after the ball hike). The person who was considered the first sports psychologist was Coleman Griffith. Today, most professional teams employ sports psychologists to assist players with mental health, performance, and well-being.
Exercise psychology can be defined as the study of psychological issues and theories related to exercise. Exercise psychology is a sub-discipline within the field of psychology and is typically grouped with sport psychology. For example, Division 47 of the APA is for exercise and sport psychology, not just one or the other, while organizations like AASP encompass both exercise and sport psychology.
The popularity of executive coaching owes much to the modern craze for easy answers. Businesspeople in general—and American ones in particular—constantly look for new ways to change as quickly and painlessly as possible. Self-help manuals abound. Success is defined in 12 simple steps or seven effective habits. In this environment of quick fixes, psychotherapy has become marginalized. And executive coaches have stepped in to fill the gap, offering a kind of instant alternative. As management guru Warren Bennis observes, “A lot of executive coaching is really an acceptable form of psychotherapy. It’s still tough to say, ‘I’m going to see my therapist.’ It’s okay to say, ‘I’m getting counseling from my coach.’”
Coleman Griffith worked as an American professor of educational psychology at the University of Illinois where he first performed comprehensive research and applied sport psychology. He performed causal studies on vision and attention of basketball and soccer players, and was interested in their reaction times, muscular tension and relaxation, and mental awareness. Griffith began his work in 1925 studying the psychology of sport at the University of Illinois funded by the Research in Athletics Laboratory. Until the laboratory's closing in 1932, he conducted research and practiced sport psychology in the field. The laboratory was used for the study of sports psychology; where different factors that influence athletic performance and the physiological and psychological requirements of sport competitions were investigated. He then transmitted his findings to coaches, and helped advance the knowledge of psychology and physiology on sports performance. Griffith also published two major works during this time: The Psychology of Coaching (1926) and The Psychology of Athletics (1928). Coleman Griffith was also the first person to describe the job of sports psychologists and talk about the main tasks that they should be capable of carrying out. He mentioned this in his work “Psychology and its relation to athletic competition”, which was published in 1925. One of the tasks was to teach the younger and unskilled coaches the psychological principles that were used by the more successful and experienced coaches. The other task was to adapt psychological knowledge to sport, and the last task was to use the scientific method and the laboratory for the purpose of discovering new facts and principles that can aid other professionals in the domain.
Ask how you can support the person in improving. Asking what the recipient needs from you opens up the dialogue and lets the person know that you are there to support him/her and want to see him/her succeed. Asking, “What do you need from me to help you get your work done on time?” may elicit a response that sheds light on some of the underlying issues.
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Often, when an executive coach is engaged, business transformation is top of mind. Executive coaching efforts often focus on change management, yielding important results. It is common for organizations to seek out executive coaches who are adept at developing new business practices, implementing new technologies, or adopting new strategies. The tangible organizational benefits of executive coaching are manifold. Research by Performance Sales Executive Council found that effective coaching directly increased sales performance. On average, executive coaching of core sales representatives resulted in an 8 percent performance increase. A study published in the Manchester Review that primarily investigated executives from Fortune 1000 companies reported that executive coaching leads to improved customer service (39 percent frequency), cost reduction (23 percent) and increased bottom-line profitability (22 percent).
One increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers, and on helping executives better understand and lead a new generation of employees whose work ethics and values are different, says Stephen Fairley, president of Chicago-based Today's Leadership Coaching and coauthor of Getting Started in Personal and Executive Coaching (Wiley, 2003).
"DONALD LEE, earned his B.A. from Brandeis University. He earned his M.A., M.Ed., and Ed.D. in counseling psychology from Columbia University. He is also a Licensed Professional Counselor. He provides individual psychotherapy to children, adolescents, and adults, as well as, providing marital and family therapy. He treats individuals with anxiety, depression, ADHD, substance/alcohol abuse, and adjustment issues. Dr. Lee has taught courses in individual therapy, group counseling, and racial-cultural counseling at the graduate level. His clinical experiences have involved work with the chronically mentally ill, victims of trauma, and has consulted at agencies working with victims of domestic violence."
These are highly important findings, because empathy, compassion and overall self-awareness are qualities of a developed, mature mind. One that’s resilient to stress, able to manage internal conflicts, experiences interconnection with others, and maintains well-being. And, that therefore stimulates broad perspectives for understanding the problems and unpredictable challenges facing CEOs.
Not all CEOs experience transference. Even so, coaches can easily expand their influence—from training to all-purpose advising—because CEOs don’t like to lose face. Company leaders understand what coaches do and often feel personally responsible for selecting them. As a result, they feel more accountable for their coaches’ successes or failures than they would if a psychotherapist were assigned to the case. In the same vein, when the CEO personally endorses a business plan, a number of psychological factors conspire to make it difficult to abandon that plan. Garvin was confronted with that situation when he authorized systemwide use of Nelson’s personnel development procedures.
Hypnosis -- or hypnotherapy -- uses guided relaxation, intense concentration, and focused attention to achieve a heightened state of awareness that is sometimes called a trance. The person's attention is so focused while in this state that anything going on around the person is temporarily blocked out or ignored. In this naturally occurring state, a person may focus his or her attention -- with the help of a trained therapist -- on specific thoughts or tasks.