Inner Expression Productions and Development Group Inc., is proud to announce Mr. Jay Semko Jay Semko as co-owner and Vice President of Inner Expression Productions and Development Group Inc.
We at Inner Expression Productions and Development Group Inc., are looking forward to working with Mr. Jay Semko on many great projects.
For more information on projects that Inner Expression Productions and Development Group Inc., are currently involved in please contact Colli Christante at 306-716-9218 or Jay Semko at 306-251-2030.
Showing posts with label Coaching. Show all posts
Showing posts with label Coaching. Show all posts
Tuesday, January 27, 2015
Monday, February 20, 2012
What Champions know!!!
Reality Check on difference between world class performers and average /mediocre performers - Good Read !!! The World Class Operates From Objective Reality "I’ve discovered most amateurs suffer from mild to severe delusion in relation to their efforts and competencies. In other words, most people delude themselves into thinking they are working harder then they are, and that they are more competent than they actually are.
The middle class that is most in-congruent with reality. They are operating at a high enough level to understand that higher levels exist. Although they don’t expect to get there, the thought crosses their minds from time to time. Because of their low expectations, their actions are incongruent with their desires. In other words, they want to live the life of the world class, but are unwilling to pay the price. Since this reality is too harsh to bear, they delude themselves into thinking they are doing everything in their power to get ahead. Of course, they’re not. They’ll tell you they’re putting in far more time than they are. They’ll swear they are thinking about their vision all the time, but they’re not. The world class is brutally honest with themselves, and they tend to look reality in the face. They err on the side of over-practicing and over-preparing.
Champions know that, to ascend to the top, you must first be operating from a mindset of objective reality. Self-deception and delusion have no place in the professional performer’s consciousness. " - Steve Siebold
Monday, April 5, 2010
Robert Dilt's - NLP and the task of capital "c" continued
Coaching
Traditional coaching (i.e., small “c” coaching) is focused at a behavioral level, involving the process of helping another person to achieve or improve a particular behavioral performance. Coaching methods at this level derive primarily from a sports training model, promoting conscious awareness of resources and abilities, and the development of conscious competence. They involve drawing out and strengthening people’s abilities through careful observation and feedback, and facilitating them to act in coordination with other team members. An effective coach of this type observes people’s behavior and gives them tips and guidance about how to improve in specific contexts and situations
Traditional coaching (i.e., small “c” coaching) is focused at a behavioral level, involving the process of helping another person to achieve or improve a particular behavioral performance. Coaching methods at this level derive primarily from a sports training model, promoting conscious awareness of resources and abilities, and the development of conscious competence. They involve drawing out and strengthening people’s abilities through careful observation and feedback, and facilitating them to act in coordination with other team members. An effective coach of this type observes people’s behavior and gives them tips and guidance about how to improve in specific contexts and situations
Saturday, April 3, 2010
NLP and the task of capital "C" ... beginning with guiding and caretaking
Levels of Support for Learning and Change—A Roadmap for Large “C” Coaching
The task of the capital “C” Coach is to provide the necessary support and “guardianship” which help clients to successfully develop, grow and evolve at all these levels of learning and change.
Guiding and caretaking have to do with providing support with respect to the environment in which change takes place. Guiding is the process of directing a person or group along the path leading from some present state to a desired state. It presupposes that the “guide” has been there before, and knows the best way (or at least a way) to reach the desired state. Being a caretaker, or “custodian,” involves providing a safe and supportive environment. It has to do with attending to the external context and making sure that what is needed is available, and that there are no unnecessary distractions or interferences from the outside.
Sunday, March 14, 2010
NeuroLogical Levels in Sport same in Corporate and Individuals
One of the most useful NLP models for capital “C” coaches is that of NeuroLogical Levels. Both coaching and modeling frequently need to address multiple levels of learning and change in order to be successful. According to the NeuroLogical Levels model (Dilts, 1989, 1990, 1993, 2000), the life of people in any system, and indeed, the life of the system itself, can be described and understood on a number of different levels: environment, behavior, capabilities, values and beliefs, identity and spiritual.
At the most basic level, coaching and modeling must address the environment in which a system and its members act and interact—i.e., when and where the operations and relationships within a system or organization take place. Environmental factors determine the context and constraints under which people operate. An organization’s environment, for instance, is made up of such things as the geographical locations of its operations, the buildings and facilities which define the “work place,” office and factory design, etc. In addition to the influence these environmental factors may have on people within the organization, one can also examine the influence and impact that people within an organization have upon their environment, and what products or creations they bring to the environment.
At another level, we can examine the specific behaviors and actions of a group or individual—i.e., what the person or organization does within the environment. What are the particular patterns of work, interaction or communication? On an organizational level, behaviors may be defined in terms of general procedures. On the individual level, behaviors take the form of specific work routines, working habits or job related activities.
Another level of process involves the strategies, skills and capabilities by which the organization or individual selects and directs actions within their environment—i.e., how they generate and guide their behaviors within a particular context. For an individual, capabilities include cognitive strategies and skills such as learning, memory, decision making and creativity, which facilitate the performance of a particular behavior or task. On an organizational level, capabilities relate to the infrastructures available to support communication, innovation, planning and decision making between members of the organization.
These other levels of process are shaped by values and beliefs, which provide the motivation and guidelines behind the strategies and capabilities used to accomplish behavioral outcomes in the environment—i.e., why people do things the way they do them in a particular time and place. Our values and beliefs provide the reinforcement (motivation and permission) that supports or inhibits particular capabilities and behaviors. Values and beliefs determine how events are given meaning, and are at the core of judgment and culture.
Values and beliefs support the individual’s or organization’s sense of identity—i.e., the who behind the why, how, what, where and when. Identity level processes involve people’s sense of role and mission with respect to their vision and the larger systems of which they are members.
Typically, a mission is defined in terms of the service performed by people in a particular role with respect to others within a larger system. A particular identity or role is expressed in terms of several key values and beliefs, which determine the priorities to be followed by individuals within the role. These, in turn, are supported by a larger range of skills and capabilities, which are required to manifest particular values and beliefs. Effective capabilities produce an even wider set of specific behaviors and actions, which express and adapt values with respect to many particular environmental contexts and conditions
As an individual we are a whole system within a system. As an individual on a sport team or in a corporate office we are whole system within that system. The magic happens when there is congruency which means the neurological levels are aligned. As an Optimal Performance Coach my work involves ensuring there is congruency in this alignment in individual players, teams in sport, coaches, management and in the corporate world.
At the most basic level, coaching and modeling must address the environment in which a system and its members act and interact—i.e., when and where the operations and relationships within a system or organization take place. Environmental factors determine the context and constraints under which people operate. An organization’s environment, for instance, is made up of such things as the geographical locations of its operations, the buildings and facilities which define the “work place,” office and factory design, etc. In addition to the influence these environmental factors may have on people within the organization, one can also examine the influence and impact that people within an organization have upon their environment, and what products or creations they bring to the environment.
At another level, we can examine the specific behaviors and actions of a group or individual—i.e., what the person or organization does within the environment. What are the particular patterns of work, interaction or communication? On an organizational level, behaviors may be defined in terms of general procedures. On the individual level, behaviors take the form of specific work routines, working habits or job related activities.
Another level of process involves the strategies, skills and capabilities by which the organization or individual selects and directs actions within their environment—i.e., how they generate and guide their behaviors within a particular context. For an individual, capabilities include cognitive strategies and skills such as learning, memory, decision making and creativity, which facilitate the performance of a particular behavior or task. On an organizational level, capabilities relate to the infrastructures available to support communication, innovation, planning and decision making between members of the organization.
These other levels of process are shaped by values and beliefs, which provide the motivation and guidelines behind the strategies and capabilities used to accomplish behavioral outcomes in the environment—i.e., why people do things the way they do them in a particular time and place. Our values and beliefs provide the reinforcement (motivation and permission) that supports or inhibits particular capabilities and behaviors. Values and beliefs determine how events are given meaning, and are at the core of judgment and culture.
Values and beliefs support the individual’s or organization’s sense of identity—i.e., the who behind the why, how, what, where and when. Identity level processes involve people’s sense of role and mission with respect to their vision and the larger systems of which they are members.
Typically, a mission is defined in terms of the service performed by people in a particular role with respect to others within a larger system. A particular identity or role is expressed in terms of several key values and beliefs, which determine the priorities to be followed by individuals within the role. These, in turn, are supported by a larger range of skills and capabilities, which are required to manifest particular values and beliefs. Effective capabilities produce an even wider set of specific behaviors and actions, which express and adapt values with respect to many particular environmental contexts and conditions
As an individual we are a whole system within a system. As an individual on a sport team or in a corporate office we are whole system within that system. The magic happens when there is congruency which means the neurological levels are aligned. As an Optimal Performance Coach my work involves ensuring there is congruency in this alignment in individual players, teams in sport, coaches, management and in the corporate world.
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