Coaching Jobseekers E-Book

Karin Tenelius

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 221

Veröffentlichungsjahr: 2020

Beschreibung

Anyone who wants to get out onto the job market is capable of taking responsibility themselves for their job search. With respect, empathy, sensitivity and straight talking, a coach can support the jobseeker in finding a new job. In the early nineties, Karin Tenelius developed a coaching method which places the focus on the person’s attitude – something which proved to be the decisive factor in whether the person got a job or not. Thousands of jobseekers on programmes around Sweden have been coached by her using this method, as well as jobseeker coaches, employment officers and career coaches. This book is a tool for those who work individually or in groups with people in various jobseeking situations, but also for anyone who in other contexts has been tasked with supporting others in their development.

Leseprobe

ISBN 978-91-986284-2-5

All rights reserved

Copyright © Tuff Ledarskapsträning AB, 2020

Cover photo/idea by Birgitta Wahlberg

Graphic design and illustrations by Heidi Sundström

Translation by AlexandraSimpson

E-book production: Santérus Förlag

www.tuffledarskapstraning.se

FOREWORD

People have much greater potential than they actually use. People are responsible for finding a job themselves.

People can cope with constructive criticism even though it may hurt. The fact is it will make them even stronger.

These are some of the points of departure for Karin Tenelius in her book on coaching jobseekers. For me, this seems to be the right approach. That these points even need to be stated highlights the current crisis in unemployment.

The spread of the victim mentality amongst many jobseekers (with the help of the government) needs to be stopped. A perception has crept in that it is alright to feel sorry for unemployed people (and for yourself if you are unemployed), that it is alright for jobseekers to give up and expect the government to fix them up with a job, that it is fine to live on state benefits indefinitely. It seems to be accepted that the state can throw taxpayers’ money at ineffective initiatives and sink resources into a system that needs to be overhauled from the bottom up. In a way, being unemployed has become equated with being helpless, and this thinking has permeated our society.

It is time to change our approach. Being successful in finding a job is less about going on courses and more about the jobseeker’s attitude and outlook, as Karin Tenelius quite rightly stresses in her book. It is about changing what nowadays is often a passive approach to unemployment to one where the jobseeker takes responsibility for their situation and taps into their own potential. Tricky, in the opinion of many (myself included). Simple, says Karin. You can change your frame of mind quickly, she writes, if you just want to.

And that is where the coach’s efforts should be directed, at empowering the jobseeker to find their own solution to their situation, because nobody else can do it for them.

It may not be easy, but what Karin Tenelius describes is basically straightforward. Clearly it is not for the coach to find a job for the jobseeker. Rather, it is the coach’s task to stimulate the desire and ability in the jobseeker to go out and do it for themselves. Coaching is about unleashing the inner strength of another person so that they are able themselves to achieve the results they want, writes Karin. It is a matter of listening and asking questions, something we could all do with being better at.

Karin also writes that coaching is about connecting with people’s potential, not their shortcomings. It also involves having the courage to talk frankly, because no jobless person feels better for being mollycoddled. On the contrary, tough but constructive criticism can work miracles.

In this book, Karin Tenelius presents plenty of challenges. To effectively coach a jobseeker often means you must first tackle your own preconcep­tions and ambitions. There are lots of pitfalls on the path to becoming an effective coach, and this book offers some tough exercises in self­-awareness for those coaches who are ready and willing to increase their own effectiveness.

Perhaps one of the most important pieces of advice from Karin Tenelius is that one’s ultimate goal in life should be the starting­-point when look­ing for a job. To build your career around what you are really passionate about is the only sustainable starting­-point in the long term. It also means increased commitment to the process, and consequently enhances the end result. Those who say that jobseekers can’t afford the luxury of searching for a job they really care about are fundamentally wrong. Narrow your search but go about it in the right way, is Karin’s view.

For the coach who wants to help take us from a society where jobseekers are found work by someone else to one where they are encouraged to realise their own potential, Karin Tenelius’ book is a must.

Mia Odabas, business journalist and moderator

BACKGROUND

During the economic downturn of the early 90’s, people who had been made redundant and were seeking work were streaming onto the job market. At that time in Sweden the recruitment industry was virtually nonexistent and the Government Employment Office couldn’t cope with the huge numbers of people registering for work.

I was working at that time as a training consultant, mainly in the service industry and marketing field. Like many other consultants I was often asked to undertake assignments connected to the jobseeker activities created by various agencies. This turned out to be where my mission lay. I had already become aware of the concept of coaching through American career consultants and training agencies, but it was not something that had been used in Sweden up to that point.

In those years, I met many thousands of people in various support pro­grammes for jobseekers. Some courses lasted as long as 16 weeks, others were shorter and more targeted. I met academics and business people, as well as those with fewer qualifications and from less skilled professions. I met young people and older people, new Swedish citizens, people from the far northern and southern regions of Sweden and those from the main cities of Stockholm and Gothenburg. During those years, the whole of Sweden became my field of operation.

After a while I came to an important realisation. The decisive factor in whether people found work or not had almost nothing to do with their qualifications: whether they got a result depended on their outlook, their mindset, their attitude. This observation made me start approaching my work in a whole different way. Instead of discussing job applications, how to write a CV, interview techniques and so on, I developed a dialogue with people around their attitude to looking for work. These interactions were aimed at giving people the opportunity to change their outlook from an unproductive to a productive one. This proved to be a highly effective coaching method for supporting people in their job search.

The period of high unemployment ended almost overnight and there was no longer a demand for the support and coaching of jobseekers. At that point I directed my energies at the fields of trade and industry. I discovered there that my approach and methods involved in shifting unhelp­ful thought patterns were equally applicable to the area of leadership, and with extremely positive results. But that is a whole different story.

After a few years of economic boom, the bubble burst, and once again unemployed people poured onto the job market. This time, however, there were both unemployment programmes and careers advice services in place, available from both the private and public sectors. Coaching for jobseekers became a sought-after skill, and I was engaged by many agencies in the recruitment industry and trained hundreds of coaches in my method. At about the same time, I started training government Job Centre workers in how to run open courses for jobseekers. Finding myself training others in the skills I myself had used a few years previously, it struck me anew how extremely useful these methods were, and how much appreciated they were by those working with disorientated unemployed people. For many coaches and careers advisers, it was exactly the tool they needed in order to deal with people in a respectful way while at the same time effectively supporting them towards resolving their situation.

Most professionals working in this field agree that it is people’s attitude that is the determining factor, but there are not many who act according to this basic assumption. The purpose of this book is to encourage more to do so.

I know that those people who have been coached using this method are treated with respect and provided with the conditions in which they can find their own solutions and achieve the kind of life they want, both emotionally and financially. My hope is that this book will be a useful tool for all those who work in a profession which provides support to people.

Karin Tenelius

MY PERSONAL OUTLOOK AND PHILOSOPHY

In order to be able to create the opportunity for jobseekers to change their outlook from a negative one to a productive, positive one, you must be prepared to talk openly and frankly with them. If your coaching style is to be experienced as empowering, and so translated into positive action, it has to be based on the following values:

People have much greater capacity than they actually make use of. People are capable and competent, and it only takes the right environment for their potential to reveal itself.When people regard themselves as accountable for how their lives turn out, they are much better able to create the conditions for getting what they want.People have the right to choose how they want to live their lives and what actions they will take, with all the consequences that flow from that.People want to feel useful. Nobody wants to be dependent on welfare benefits.It is always possible for people to transform their lives.The outcomes people get, in all aspects of life, are a direct function of who and how they are.A change of attitude leads to a change of outcome.

I am aware that my coaching method is not always obvious compared with current norms of practice. Some people feel that the method I teach is too impersonal, expressing a cold­heartedness and lack of empathy towards my fellow humans. This criticism has never come from the people I coach! It has come from others, often those who work in the care professions.

It is not possible to coach using my methods without being empathic and treating people with respect, so I am sometimes a bit puzzled by the criticism I receive. Thinking about the reason for it, I have come to the conclusion that it is unusual in our culture to be honest and frank. People associate candid feedback with being unpleasant, believing people cannot handle such directness. Empathy and compassion get confused with pity and commiseration, which can seem like the right thing to express when someone is going through a rough time. If you do not pity people, but rather if you listen with empathy and do not accept that the person’s situation is necessarily hopeless, that is seen by some as wrong, as altogether too unfeeling. My experience is that in our culture we are really bad at recognising the potential and greatness in each other when times are hard.

I hope that my methodology will not be perceived as cold­hearted or lacking in empathy, when in fact it is based on the values and principles set out above.

THE VALUE OF COACHING JOBSEEKERS

In traditional support services, for example within the fields of employ­ment and social work, coaching can lead to more tangible results than more traditional methods, and can have a more sustainable impact on those who seek advice or help. Traditional advisory services within the job market sector are often based on the assumption that it is simply knowledge or skills that are lacking, and so the individual is offered retraining, re-skilling and further education programmes. But because this approach is not based upon whether the person ultimately finds work or not, it is often ineffective and the impact is short-term and unsustainable. Research has also shown that many such programmes fail to produce results and can even be counterproductive.

I believe that it is defining the problem in terms of lack of skill that is wrong. Rather, I would argue that what determines whether someone gets a job, or not, is their attitude to the opportunities on the job market, how they view their own abilities, how they regard potential employers, their overall attitude to work, the extent to which they feel they have something to offer and whether they are counting on finding work through someone else’s charity.

A person’s attitude to their own barriers also plays a key role. Most people claim that they are either too old or too young for the job market, that they are either over-­or under-qualified, their children are too young and so on. According to them, their circumstances are just wrong. Whatever the perceived disadvantage, the individual sees it as an insurmount­able obstacle, even though prospective employers do not see it that way. Different people view their life circumstances, experience or age differently. These are barriers that you cannot do much about. The key instead is to change your attitude towards them.

All these attitudes determine one’s odds in the job market. So it is about breaking away from, and questioning, your assumptions and preconceptions in order to see new opportunities and embrace new approaches. Coaching in groups or individually helps the participant recognise their resistance, which may be due to lack of self­-esteem, fear of contact with customers, an inability to communicate what they have to offer, a tendency to procrastinate and so on. As participants become more conscious of what is standing in their way, they can tackle their resistance and try new approaches and new patterns of behaviour, which in turn will produce different results. What is needed in order to achieve this is that the jobseeker shifts their attitude and approach towards, for example, the possibility of creating their own job opportunity (i.e. moving from the impossible to the possible), or towards focusing on themselves and their own abilities (i.e. moving from expecting someone else to find them a job to concentrating on what they themselves have to offer) and so on. Taken altogether, these changes in a person’s thought patterns contribute to a change in that person’s behaviour and ‘way of being’ and, consequently, the chance of success increases immensely.

How does one set about changing a person’s attitude? The answer is as simple as it is hard to grasp. Raise awareness! By helping a person to become aware of, and question, their attitudes – while maintaining respect for the individual’s choices – whole new perspectives surface. Together with the coach, the person can then examine these new insights and from there can consider new ways of thinking and new starting-points. It can often be painful to abandon established assumptions, because they were in fact serving some purpose. However, when a person sees that there is something to be gained from changing their viewpoint, the choice becomes clearer. The way to achieve this is through a coaching dialogue which has a clear purpose and aim, developed in conjunction with the jobseeker. If the dialogue takes place as part of a government requirement (as is often the case today) as opposed to being purely supportive, the outcome can be counterproductive. For the dialogue to be successful, the jobseeker coach must have adopted a true coaching approach, which I will describe in greater detail in a later section.

Something else that can be gained from coaching the jobseeker is, of course, that if the individual creates their own solution, then the outcome is more sustainable than if the answer had been handed to them on a plate. Moreover, when an individual develops the capacity to drive and carry through their job search for themselves, then these skills, once learned, can be reapplied should they ever find themselves unemployed again. Having once resolved a problem themselves, a person will have more confidence in their ability to do it again.

One further advantage of coaching jobseekers is that it frees up time. The coaching method I describe does not involve an endless succession of follow-up meetings. A skilled coach needs only a few sessions. Once the jobseeker’s own potential is released, they can proceed independently to direct their own job search.

AIM OF THE BOOK

This book is primarily intended for people who work in coaching for the job market, for example recruitment agents, project leaders in various jobseeking schemes, social workers, supervisors in government programmes, coaches in rehabilitation and re­employment schemes, as well as freelance coaches whose main interest is the field of employment. I recommend that anyone who is completely new to coaching completes a foundation course first.

The book is intended for use by jobseeker coaches in the following three ways:

as an introduction aimed at raising interest in the subjectas background material, training manual and reference for those working towards developing coaching skillsas in­-depth advanced material for existing coaches who want to enhance their proficiency.

The book focuses on practical application rather than discussing theories and theoretical arguments. Coaching is a craft, a skill, a behavioural art – not a theoretical topic. Knowing about the theory of coaching does not make you into a good coach. Just like a windsurfer, you have to be able to stay upright on the board, steer with the sail and be prepared to land in the water many times before you can get the hang of it. Let me make it clear once and for all: to be able to coach someone to achieve, within a short time, the transformation they want is an art. It is about developing the ability to conduct dialogues which bring about change, and this can only be achieved after extensive training.

I find it gratifying that the phenomenon of coaching has become accessible and accepted within the worlds of business and development, because there is great inherent potential in really effective coaching.

But I would also add a word of warning: anyone involved in coaching – whether commissioning, practicing or receiving it – should be aware of the variable quality of services available on the market at present. A problem with coaching is that many think they can do it, without being clear about what real coaching actually entails. In fact, there are very few professional coaches who have training in how to lead a discussion at a level which ad­dresses a person’s attitudes. Teaching oneself to be a coach through reading a book is about as effective as learning to windsurf by reading a book – it isn’t! Despite this, I decided to set down in a book the sum of my knowledge and skill in coaching jobseekers, in order to structure and consoli­date those experiences that I have found so useful.

What I want to provide through the book are the practical skills I teach coaches in the training I deliver. If you want to use the book to its best advantage and achieve concrete results, you will have to start working hard at putting the methods described into practice, quite simply adopting them as your own. I have often heard the participants on my courses grumbling about how incredibly difficult it is to become a good coach, because the more you learn the more you find there is to learn. But if you have the talent for, and interest in, coaching and you are prepared to put in the effort and above all be open to frank feedback, it is one of the most enjoyable and amazing careers. Your reward is to be able to help people take full responsibility for themselves and their lives in the realisation of their dreams, which in the long run – believe it or not! – will contribute to making the world a better place.

CONTENTS

The book contains 10 sections. It is intended as a text book, beginning with the basic concepts of coaching and gradually becoming more advanced. It can also be used as a reference manual for anyone confronted with a dilemma in a coaching situation.