Problem Cycle
Map one recent, specific moment in the person’s own words: trigger, interpretation, behaviour, emotion, bodily response, consequences and reinforcers.
Leadership Development · Advanced elective
Leader as Coach: CBC-Informed Coaching
Understand patterns. Test more workable responses.
Use a cognitive behavioural coaching lens to explore how triggers, interpretations, behaviour, emotion, reinforcement and context can maintain recurring workplace patterns. Build a collaborative working hypothesis, choose an intervention point and test a different response.
Workplace applications
Explore patterns such as avoiding difficult conversations, reacting quickly under pressure, overpreparing or repeatedly taking over other people’s work. Consider the workplace conditions around the pattern as well as the individual response.
From pattern to experiment
Bridge
Choose one or two points to influence. Where useful, explore evidence for and against an interpretation and develop a realistic, workable perspective.
Solution Cycle
Design a different response to the same situation, including practical behaviour, support and reinforcement. Effective action may still involve discomfort.
Experiment and review
Agree a small test, prediction and observable result. Review what actually happened, what was learned and whether the working hypothesis needs to change.
Capability outcomes
- Map collaboratively
Use tentative formulation to explore how a workplace pattern may be maintained, without diagnosing or labelling the person.
- Choose a useful intervention point
Consider thinking, behaviour, reinforcement and context rather than assuming the issue sits only within the individual.
- Test and revise
Plan a behavioural experiment, review observations and adapt the next step.
Prerequisite capability and scope
For leaders with established coaching skills, including Applied Practice or equivalent experience. Entry is discussed against listening, collaborative inquiry, accountability and role-boundary capability.
These programs use coaching psychology principles within a leadership-development context. They are not therapy programs, diagnostic training or substitutes for clinical assessment or treatment.
Use the person’s meaning first, seek permission before offering a pattern, and stay within competence. Significant distress, impairment or safety concerns may require additional support or referral.
Program arrangements
Delivery format, duration and investment are agreed after discussing readiness and organisational priorities.
Make the learning usable at work
Continue with individual development coaching, cohort practice clinics or a hybrid six-month arrangement to review real cases and behavioural experiments.
Explore a CBC-informed development pathway.
Discuss your organisation’s priorities, current capability and the appropriate next step.