Over the past 15 years, it has become more and more popular to hire coaches for promising executives. Although some of these coaches hail from the world of psychology, a greater share are former athletes, lawyers, business academics, and consultants. No doubt these people help executives improve their performance in many areas. But I want to tell a different story. I believe that in an alarming number of situations, executive coaches who lack rigorous psychological training do more harm than good. By dint of their backgrounds and biases, they downplay or simply ignore deep-seated psychological problems they don’t understand. Even more concerning, when an executive’s problems stem from undetected or ignored psychological difficulties, coaching can actually make a bad situation worse. In my view, the solution most often lies in addressing unconscious conflict when the symptoms plaguing an executive are stubborn or severe.
To best help their executives, companies need to draw on the expertise of both psychotherapists and executive coaches with legitimate skills. At a minimum, every executive slated to receive coaching should first receive a psychological evaluation. By screening out employees not psychologically prepared or predisposed to benefit from the process, companies avoid putting executives in deeply uncomfortable—even damaging—positions. Equally important, companies should hire independent mental health professionals to review coaching outcomes. This helps to ensure that coaches are not ignoring underlying problems or creating new ones, as Nelson did.
Her boss presumed Mansfield was having an assertiveness problem, so he hired a coach from a consulting firm that specialized in behavioral treatments to work with her. The coach assumed that Mansfield needed to learn to set limits, to constructively criticize her subordinates, and to avoid the trap of doing other people’s work for them. Within two months of what her coach deemed successful training, Mansfield began to lose weight, grow irritable, and display signs of exhaustion. At the time, I happened to be coaching the software company’s COO, and he asked me to talk to her. It didn’t take long to see how assertiveness training had unearthed a problem Mansfield had managed to keep under wraps for years.
Within six months of taking the assignment, Nelson claimed that the once-raging COO was calm and capable of fulfilling his duties. While this successful outcome was aided in large part by the athletic shoe industry’s recovery, Garvin was nevertheless impressed with his friend’s accomplishments. When Nelson suggested that he apply the profiling system to all the company’s key executives, Garvin didn’t give it a second thought.
According to Dr. Ken Grossman, a clinical hypnotherapist in Sacramento, “The only quality that makes someone a good candidate for hypnosis is that they want to stop. What makes someone a poor candidate is that they have no desire to stop.” McGrail agrees, adding, “There are very few people that will not allow themselves to be led into a hypnotic state.” While this may sound far-fetched to skeptics, think of it as the sort of state you’re in when you’re driving and miss your exit — that’s a mild form of hypnosis in and of itself. What these therapists do is just deepen the experience, using our natural capacity for dropping into trance-like states.
Like any effective parasite, smoking feeds off the host without killing it, for a good long time. And all the time you are paying with your health, youth and vitality, the parasite's owners are benefitting. This session will help you turn your resources against the parasite, getting rid of the feeling that you're somehow 'losing' something by quitting smoking.
Jump up ^ The revised criteria, etc. are described in Yeates, Lindsay B., A Set of Competency and Proficiency Standards for Australian Professional Clinical Hypnotherapists: A Descriptive Guide to the Australian Hypnotherapists' Association Accreditation System (Second, Revised Edition), Australian Hypnotherapists' Association, (Sydney), 1999. ISBN 0-9577694-0-7.
The birth of sports psychology in Europe happened largely in Germany. The first sports psychology laboratory was founded by Dr. Carl Diem in Berlin, in the early 1920s. The early years of sport psychology were also highlighted by the formation of the Deutsche Hochschule für Leibesübungen (College of Physical Education)in berlin germany by Robert Werner Schulte in 1920. The lab measured physical abilities and aptitude in sport, and in 1921, Schulte published Body and Mind in Sport. In Russia, sport psychology experiments began as early as 1925 at institutes of physical culture in Moscow and Leningrad, and formal sport psychology departments were formed around 1930. However, it was a bit later during the Cold War period (1946–1989) that numerous sport science programs were formed, due to the military competitiveness between the Soviet Union and the United States, and as a result of attempts to increase the Olympic medal numbers  The Americans felt that their sport performances were inadequate and very disappointing compared to the ones of the Soviets, so this led them to invest more in the methods that could ameliorate their athletes performance, and made them have a greater interest on the subject. The advancement of sports psychology was more deliberate in the Soviet Union and the Eastern countries, due to the creation of sports institutes where sports psychologists played an important role.
Psychiatrists who’ve studied the Vietnam War are all too familiar with this type of hostile reaction to ineffectual leaders. Lieutenants fresh from ROTC training were hazed, sometimes even killed, by veteran troops who resented what they perceived to be an illegitimate attempt by the “F—ing New Guy” (FNG) to exercise authority. Military psychiatrists soon realized that these FNG lieutenants, clueless about the laws that governed life on the front lines, had been pulling rank in an effort to assert authority. The troopers did not take this well. In their view, the new lieutenants did not stack up to their predecessors, who had learned to let their hair down. To address the FNG syndrome, the military cautioned lieutenants to take it easy until the troopers accepted that they had developed field credentials.
Hypnosis is not a dangerous procedure. It is not mind control or brainwashing. A therapist cannot make a person do something embarrassing or that the person doesn't want to do. The greatest risk, as discussed above, is that false memories can potentially be created and that it may be less effective than pursuing other, more established and traditional psychiatric treatments.
Today, a sports psychologists can do several things to help athletes with sports and performance. A sports psychologist role is more accepted today as a part of the regular coaching staff for teams and for individual athletes–than 10 years ago. A sports psychologists can do are numerous, but they primarily teach athletes mental game skills to improve their performance and learning.
While it likely took more than a week to gain unwanted fat, most people wish they could lose it quicker than it came on. “When it comes to losing weight, simply cutting back on your portion sizes could be the most underrated way to drop pounds. However, if you’re already eating less (and exercising more) and are still stuck, there are little tricks of the trade that can help jumpstart your efforts,” Ansel says.
In 1974, Theodore X. Barber and his colleagues published a review of the research which argued, following the earlier social psychology of Theodore R. Sarbin, that hypnotism was better understood not as a "special state" but as the result of normal psychological variables, such as active imagination, expectation, appropriate attitudes, and motivation. Barber introduced the term "cognitive-behavioral" to describe the nonstate theory of hypnotism, and discussed its application to behavior therapy.