Jak negocjować wzrost wynagrodzenia i lepszą ścieżkę kariery?
ustalimy na czym stoisz, jakie są Twoje realne szanse na awans lub podwyżkę
przeanalizujemy Twoją dotychczasową ścieżkę kariery, wyniki Twoich ocen okresowych, twoje twarde i miękkie kompetencje – w celu przygotowania właściwej organizacji argumentacji;
pomożemy Ci przygotować uzasadnienie dla pracodawcy (również pisemny wniosek dla kadr / przełożonego – jeśli jest on wymagany w Twojej organizacji);
podpowiemy czego nie robić i jakich argumentów nie używać
przeprowadzimy próbne rozmowy – żeby przygotować Cię na różne scenariusze rozmowy z szefem / kadrami.
Warsztat i prowadzący
Warsztat prowadzony jest w formule zajęć jednoosobowych z zachowaniem poufności
Liczba godzin uzgadniana jest na początku zajęć, wspólnie przez uczestnika i prowadzącego; jednak minimalna liczba godzin konieczna do zapoznania z sytuacją zawodową uczestnika, analizą dokumentów i przygotowaniem uczestnika to 4h;
cena jednej godziny: 200 PLN / pakiet 4 godzin 600 PLN
prowadzący: Tomasz Szymański, trener i szkoleniowiec z ponad 15 letnim doświadczeniem, doktorant Akademii Leona Koźmińskiego z zakresu zarządzania zasobami ludzkimi
podczas, których pracujemy
nad wybranymi umiejętnościami miękkimi
jednocześnie rozwijając zdolności językowe
Czas trwania: 3 miesiące (10 spotkań 90 minut każde)
Liczba osób w grupie: od 3 -5 osób
Termin pierwszego spotkania środa 04.04.2018 (17.30 – 19.00)
LUB środa 05.04.2018 (17.30 – 19.00)
3 raty – 300 PLN brutto
855 PLN brutto / 2 raty rabat 5% – 427,50 PLN
810 PLN brutto/ wpłata jednorazowa rabat 10%
SOFT & HARD SKILLS double training DEVELOPMENT PROGRAMME sessions
Sesje treningowe poprzedzone testami predyspozycji psychologicznych i językowych, celem dostosowania do potrzeb i osiągnięcia najlepszych rezultatów
w zależności od potrzeb, szkolenie z zakresu
– nawiązywania kontaktów, czy zawsze warto? po co?
– umiejętności coachingowe dla menadżerów
menadżer jako mentor
zarządzania czasem i energią
Zajęcia mogą odbywać się w naszym biurze przy ul. Ujeścisko 5A/4 (na wysokości ul.
Kartuskiej 243) Zajęcia muszą być odwoływane 24 godzinnym wyprzedzeniem.
Szkolenie poprzedzamy testem poziomującym, rozmowa w j. angielskim telefonicznie lub w naszej siedzibie po otrzymaniu listy potencjalnych uczestników wraz z numerem
Trening prowadzony przez doświadczonego coacha więcej info: firstname.lastname@example.org
i lektora języka angielskiego z wieloletnią praktyką 58 342 26 20
21 days – this is on average how long you need to develop a habit. Where to start?
1. Make a decision
It seems to be the simplest – in practice it turns out to be the most difficult. Think about it, you may not be able to decide to act, because the issue is not that important for you. If this is the case – simply give up, stop wasting your time and energy on it. Use them for something that really matters to you.
2. Stick to your plan of action.
Adjust the new habit to your daily routine, but not vice versa. Do not try to adjust your whole life to the new habit, because an overambitious plan may not be feasible and your daily routine will impede the process of change at the very beginning.
Visualize the new habit. What you do to develop it, how you do it, how your life looks like once the habit has become part of it.
4. Inform others
People around you, family and friends can help you keep your promise. Although you must remember that not every change you have planned must be supported by them.
Coaching and Cognitive Behavioral Therapy similarities and differences.
Tomasz Szymanski MSc, MA, BA (business coach)
Katarzyna Jakuszkowiak-Wojten PhD, MD (psychiatrist, psychotherapist)
Coaching and psychotherapy have the same roots. Modern psychotherapy is the result of more than a hundred years of research, it is a method of treatment of mental disorders. In the mid-twentieth century psychological counseling and therapy began to change direction, recognizing that patients have the ability to change and development themselves.
This change of perspective gave rise to the field of coaching in the early nineties.
Coaching has developed through progress in psychotherapy and has been applied in counseling and personal development trainings. Coaching, both the one used for personal and professional development, has become one of the hottest trends in the field of self-improvement and in recent years has gained a reputation as one of the most powerful tools for personal and professional development.
Cognitive Behavioral Therapy has been applied in the treatment of an impressive number of mental disorders i.a. affective disorders, anxiety and personality disorders. Cognitive behavioral therapy techniques are also used to treat people with somatic illnesses, eg. diabetes, hypertension, cancer.
Cognitive behavioral therapy
Cognitive-behavioral model integrates the knowledge of the etiology of mental disorders and their treatment. The therapist not only helps the patient overcome the symptoms of the disease and its psychosocial consequences, but in certain psychiatric disorders prepares for the inevitable recurrence (in case of stress, changes, without any specific reason).
Therapy is all about stability of life, compliance with medical recommendations, preventing relapse of disorders and hospitalization, it causes self-observation of feelings, activities, problem solving. Objectives and methods of treatment are established with the patient. In order to determine a hierarchy of therapy objectives, clinical assessment of the patient’s mental state is required.
Cognitive-behavioral therapy is limited in time, based on cooperation; motivation and commitment of the patient is crucial, the quality of the therapeutic relationship. One must keep in mind that the symptoms of cognitive and affective mental disorders have an impact on the course of therapy sessions.
At the beginning of therapy the therapist explains the cognitive-behavioral model; the patient learns the simplest methods of monitoring emotions, thoughts and behaviors. The first step of proper cognitive-behavioral therapy is conceptualization – answers to questions which constitute a problem for the patient, why it was not recognized by the patient and what led up to it.
Therapist formulates hypotheses and in the course of further treatment verifies them. Albert Ellis ABC model is considered to be the most useful and a starting point for other models of psychiatric disorders. It is a model of understanding patient’s problems, in which A is an event activation, -B belief, C – consequence (emotions, physical symptoms and behavior). According to this model, it is not the situation that is important but its interpretation.
People perceive reality in a specific way. Beck introduced the concept of cognitive distortions that occur in all humans, but in psychopathology their occurrence is more intense, some of which are specific to particular disorders. In cognitive-behavioral therapy in order to improve the mental state of the patient’s welfare, cognitive and behavioral methods are applied.
Table 1. Selected techniques of cognitive-behavioral therapy.
looking for evidence of particular beliefs
examining the consequences of predictions, ideas
Recognizing cognitive distortions
distracting and directing attention
record of automatic thoughts
Coaching is a partnership with the client in a thought provoking and creative process that inspires the customer to maximize their personal and professional potential. The word provocation carries an important meaning here, coaches’ questions are to trigger strong emotions in a way that the clients, who are often also referred to as coachees, use them in the most efficient way to achieve their goals.
The coaching relationship should remain free from advice, as long as the coach is an expert in the field discussed with the customer, and can answer their questions beyond the coaching session. Coach must completely accept the client’s values and beliefs. If the coach encounters in their work people whose views or preferences they are not able to accept, they should not enter into cooperation.
Coaching presupposes that the client has all the resources they need, the coachee takes responsibility for their lives and decisions made during the coaching sessions. The job of a coach is only to help draw conclusions, and indicate where to find resources and create an atmosphere of trust, acceptance and full confidentiality. The objective in Coaching is determined exclusively by the client.
Coach is merely accompanying the client in the development, clarification and verification of the feasibility of the goal. Within business coaching, the goal may be set by the coachee’s employer. Coaching is time-limited, depending on the complexity of the situation, the number of sessions may vary in certain cases. Coaching takes into account the existence of psychological problems that result from negative, self-limiting thoughts and beliefs, emotional problems and unproductive behavior.
Coach takes into account in their work achieving a particular purpose, e.g. Procrastination, hesitancy, low self-esteem of the client, cognitive distortions. In coaching, when working with cognitive distortions, cognitive-behavioral methods are applied. They are used, however, in relation to people whose functioning is not affected to the extent of completely distorting their lives.
The most commonly applied model in coaching is GROW created in the late seventies and eighties by Alan Fine’a and Graham Alexander, then disseminated by John Whitemore. GROW model consists of four stages: Goal, Reality, Options – Opportunities, Will – Way Forward. The first of them – Goal focuses coachee’s attention on what they want to achieve. Please note that the client is temporarily moved away from the negative emotional aspects of its implementation.
This approach reinforces the commitment and motivation of the customer in the implementation of the intended goal. Numerous clients tend to recognize their objectives and actions in a pejorative way, which may take the form of complaints and denial. The job of a coach is to reformulate the client’s goal from a negative form to a positive one e.g. ,,I do not want this job” to ,, I want another job.”
GROW model focuses on client’s concerns and broadly defined problems in its subsequent stages. There are numerous tools applied in the formulation of goals. One of them is the SMART model (Specific; Measurable Achievable; Realistic, Time based). This model allows to achieve a strictly defined goal, i.e. the client knows exactly what they want to achieve, if achieving the objective is possible and when it will be achieved and what will indicate that the goal has been achieved.
An essential element of properly defined objective is to determine whether it is consistent with the beliefs and values of the client. In the absence of compatibility between them, the goal should be reformulated or changed. The second stage of the GROW model, is Reality- focus on the current situation of the client. The job of the coach at this stage is to help the client in understanding their situation, emotions, the reasons for which they want to achieve the goal, and change various aspects of their lives.
It is likely that at this stage negative emotions may occur, destructive cognitive distortion, dissatisfaction with the current situation, professional or personal, resistance to change, defensive behavior. At this stage, the coach is working on weakening of the influence of factors that disturb the process of achieving the desired goal, it also focuses on accumulating resources.
Resources can include e.g. Time, money, knowledge, skills, personality traits, knowledge, i.e. everything that can bring the client closer to achieving the objective. The third stage is the Options or Obstacles. This is the stage of planning. Coach creates a space in which the customer will be able to objectively assess whether specific objectives have a chance of success.
Clients verify their current situations, predict what type of obstacles may encounter whilst attempting to achieve the goal, prepare for possible failures, plan alternative courses of action.
The fourth stage WILL focuses on implementing individual plans in the client’s life. Coach using detailed questions supports the client in clarifying previously created plans. The client embeds them in a specific time frame, specifies individual actions and introduces contingency plans in case of failure.
The task of the coach at this stage is to assist the client in maintaining motivation and energy. Celebrating the achieved milestones. This is especially important in the implementation of long-term objectives.
Table 2. Selected techniques and tools used in coaching.
Techniques and tools used in coaching
Map of goals and dreams
Time management matrix
Association and dissociation
Change of perspective
Wheel of priorities
Starting with a vision of the end
Presentation of experience
Visualization method of making choices
4 levels of skill development
Dilts logical levels model
Questions about the miracle
Table 3. Main differences between coaching and cognitive behavioral therapy, The list of differences is much longer due to the multiplicity of approaches and therapeutic tools as well as the coaching ones, however, for the purposes of the article, we focus on the most significant ones.
Coaching / Cognitive-behavioral therapy CBT
who is it addressed to
patient with a diagnosis of mental disorders, patients with chronic somatic illness
focuses on the present and the future
can also touch the past, focused on the present and future
focuses on the development and maximization of personal and professional potential and the acquisition of new skills, which are expected to bring improvement in the client’s situation
often focused on aspects of psychopathology, but also learning new skills and development
source of problems
problems usually have their origin in the customer’s relationship with the environment, often stem from a desire to broader environmental change
problems can be a source of both external interactions and result from intrapsychic processes and problems
All information is strictly confidential, but in the case of business coaching client – employee, coach and employer jointly agree on the goals of the coaching session
All information obtained during the session must remain strictly confidential
The length and place of meetings
meetings usually last from 60 – 90 minutes, in coaching the number of meetings can range from a few to several meetings held at the place chosen by the client or coach
sessions usually last 60 minutes and are usually held once a week in a place designated by the therapist
Choosing a coach / psychotherapist
the client chooses the coach / in case of business coaching coach is chosen by the employer
The patient chooses a psychotherapist
Coaching and psychotherapy often look and sound similar. In both cases we are dealing with forms of support. They are very often conducted in the same way, through regular meetings or by telephone.
Most importantly, both forms of support are focused on the transfer of a person from the place they found themselves, to the place where they wish to be. Experienced coaches tap into cognitive behavioral therapy – and other therapeutic approaches oriented on solutions, from cognitive psychology and the latest developments of positive psychology.
In justified cases, coaches recommend the client to take part in psychotherapy. By comparing the process of coaching and cognitive-behavioral therapy we would like to expand the perspective that can be used to create and use tools from both fields supporting the development of the client.
Aleksander G. (2006) Behavioural coaching the GROW model. W: Passmore J. (red.), Excellence in coaching. London: Association for Coaching.
Atkinson M. Chois Rae T. (2009). Wewnętrzna dynamika Coachingu. Tom 1,Warszawa, New Dawn.
Atkinson M., Chois R.T.(2010).Coaching krok po kroku. Tom 2,Warszawa, New Dawn.
Beck J.S.(2005).Terapia poznawcza, Kraków,Wydawnictwo Uniwersytetu Jagielońskiego
Czarkowska L. D., Wujec B. (2011). Kiedy możliwa jest Zmiana? Od struktury sesji do energii zmiany w Coachingu. Coaching Review. Podejścia i modele w coachingu; 1(3): 53-74.
Czarkowska L.D. (2010). Professionalism and process of professionalization in coaching. Coaching as a Method of Developing Human Potential. Warszawa,Wydawnictwa Akademickie i Profesjonalne, 27-42.
Redakcja: Czarkowska L.D. (2010). Praca zbiorowa. Coaching as a Method of Developing Human Potential. Warszawa: Akademia Leona Koźmińskiego.
Nalepa K.F. (2010) Six pillars of success in coaching. How is it worth to invest in human potential? W: Czarkowska L.D. (2010) Coaching as a Method of Developing Human Potential. Warszawa: Wydawnictwa Akademickie i Profesjonalne.
Popiel A, Pragłowska E. (2008). Psychoterapia poznawczo-behawioralna,Warszawa, Paradygmat.
Whitmore J. (2009). Coaching For Performance. GROWing Human potential and purpose. NB Publishing.
Whitworth L., Kimsey-House K., Kimsey-House H., Sandahl P. (2010). Coaching Koaktywny. Umiejętności wspierające sukces klienta. Warszawa,Wolters Kluwer.