A person's motivation to achieve long-term goals only stays strong when they have a firm internal commitment to that particular outcome.

The job of the coach is to neither pull nor push his or her colleague in a predetermined direction, but instead to allow them to find their own journey.

Coaching must be based on the assumption that every person has the Potential to grow and become something greater.

Without trust, any attempt to coach a colleague will be fruitless and helping them to take the risks needed to reach their full potential will be close to impossible.

Your number one goal should be to challenge your colleagues to chase their fulfillment and fully express their true selves.

When coaching, it's important to establish what your colleague's 'big picture' is in terms of their highest goals.

Vocal and physical congruency of what you say and do are paramount to building trust and rapport with others.

When people are in total rapport, they mirror each other non-verbally through something called limbic synchrony.

The more you actively enjoy being curious, the more natural and gratifying the coaching or mentoring experience will be for you.

It's impossible to coach, mentor or lead others successfully without mastering the art of genuinely listening, which can be harder than it sounds.

This film focuses on three big coaching questions that the aspiring coach will find very helpful.

When coaching you will sometimes have hunches about a situation. This video looks at how to handle your hunches.

Guided discovery is when a coach sets the framework or agenda, but allows the colleague to discover the answer for themselves.

In the FACTS model, the letter A stands for accountable in reference to holding your colleague accountable for the commitments they make.

In the FACTS model, C stands for courageous since the pursuit of big goals often involves courage.

FACTS is an acronym for an alternative approach to coaching that in some circumstances may be more effective than traditional methods.

In the FACTS model the F is about the important subject of providing your colleague with feedback to assist them in their coaching.

In the FACTS model the S stands for system thinking, since a coach's job is to raise the colleague's awareness of the system they work in as a whole.

In the FACTS model the T stands for tension since the model suggests that tension is required in coaching to achieve optimal performance.

The more you're able to exchange tips, thoughts and experiences with your fellow delegates, the more your entire organisation can grow and develop.

Successful coaches or mentors bring out the very best in others. What a tremendous gift to be able to share, but to achieve it takes deliberate action.