What we attend to, discount, or ignore is such a personal thing. Yet it lies at the heart of the coaching and supervision professions – and its importance is often overlooked in leadership conversations. What we notice, and the meaning we then make, is influenced by a wide variety of factors such as Myers Briggs preferences, NLP filters, cultural beliefs, or our level of interest in a subject. At best, our response to a client or colleague is based on a partial representation of what occurs. At worst, it's rooted in misconception.
Our ways of perceiving are idiosyncratic, automatic, and often so familiar that they're outside our conscious awareness. They can change over time, and be influenced by current preoccupations. Yet we rely on them. To what extent are we mindful of this in our practice?
Often, an even more subtle aspect in our practice is what we intend when we speak or act (or not). To what extent are we clear about our purpose and our motivation?
There won't be much 'stuff' – just enough to provide a container for inquiring into our practice – so it may be a little uncomfortable at times.
After an early career as a derivatives and swaps trader in 'The City', Amanda trained as a Chartered Accountant and worked in public services. In 1998 she left her job as Director of Finance in the NHS, did an MBA, and began to build a consultancy practice. She now works with individuals and small groups to create the conditions for learning and positive change through executive coaching, coaching supervision, and niche leadership development programmes, focused on being more deliberate and thoughtful in conversations.
She is an APECS accredited executive coach, and is accredited as a coach supervisor by The Coaching Supervision Academy. She is an accredited Leadership Embodiment teacher and author of an award-winning book, Pause for Breath.