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  1. How to Plan and Deliver an Effective Coaching Session

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    How to Plan and Deliver an Effective Coaching Session  Dr Michelle Hunter-Hill, Chartered Psychologist, Scientist, and Coach

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    A fundamental aim of coaching is to move the coachee from where they are to where they want to be. The aim is to guide the coachee is such a way that eventually they will feel empowered to take the reins and direct the process. While this may sound straightforward, it can be a difficult task to navigate. Having a strategy can help though.- use this period to prepare yourself for the coaching session. Are you ready and fit to coach? Are you adequately prepared for your session? Have you provided your coachee with your bio? Have you created a coaching contract/agreement? Have you assessed your coachees readiness for coaching? 

    Delivering an effective, engaging coaching session takes experience and planning. One way to maximise executive and career-based coaching is to create a session plan. A coaching plan can be useful to beginners, and to seasoned professionals also. Plans help to remind us about the importance of following ‘best/good-practice’ guidelines. Delivering effective sessions, inlcudes having to make informed choices about which coaching model, and tools to use to meet coachee needs.

     

     Every coachee is different, and no two coaching sessions are the same. While it may seem onerous to create a detailed plan to guide the coaching session, a semi-structured framework might help to keep coahes on track by focussing on the non-negotiable elements of the coaching sessions. However, it is still possible to tweak sessions on a case-by-case basis to ensure coachees achieve their goals.

     

     In this guide, Dr Hunter-Hill offers a 7-step process, which includes a pre-coaching, and a post-coaching phase. 

     

    The 7-step of an effective coaching session

     

    This generic framework below offers an effective way to structure your coaching sessions. However, it is important to note that the structure of coaching session will depend on many factors, including the type of coaching you offer, the models you use, and the goals of your coachees. Nonetheless, you can refer to this framework as a ‘work-in-progress’ document because you can build upon it, add, and transform it into a signature coaching experience that works for you and your coachees.

     

     7-Step Process

     

    Step 1: Pre-coaching. Use this period to prepare yourself for the coaching session. Are you ready and fit to coach? Are you adequately prepared for your session? Have you provided your coachee with your bio? Have you created a coaching contract/agreement? Have you assessed your coachees readiness for coaching?

     

     

     

    Step 2: Preparation warm up. Use this session to engage your coachee. Find out what they have been up to. Use small talk, and open-ended questions for exploration. Readiness can be assessed in this session also.

     

    Step 3: goal-setting. Find out what your coachee plan is for the session. Make sure that you and your coachee are aligned. What is their desired outcome. Remember, the coaching session is coachee-focussed so this information should come from your coachee and not from you.

     

    Step 4: Coaching tool-box. During this part of the session you will be using a range of tools and strategies to facilitate the session. As a coach your role is to assist your coachee to feel comfortable about getting out of their comfort zone to help them reach a point of ‘readiness’ to lay the groundwork for initiating behavioural change and to ensure new habits and learning takes place. (Please search for our infographic entitled ‘Coaching Questions’ on our website/Linkedin page for more information of further questions you can ask while coaching.)

     

    During this stage, it is important to use this step to ask the right questions. Being an active and present listener matters most here. Your role is to lead the conversation in a purposeful and constructive manner. Yes, this involves taking note of what your coachee is saying, and being ‘present’ enough to notice what they are bit saying. Experienced coaches make use of a range of resources to facilitate this step of the process, including role play scenarios, worksheets, roadmaps, anecdotes and examples from previous practice.

     

    Step 5: Pledge. How will you ensure coachees commit to the habits you have identified for them to develop to achieve behavioural change? You will have to find a way to ask them to write the commitments down.

     

    For example, you may suggest that every time the coachee is faced with a specific scenario, they should apply their new learning to it, and be mindful of it also.

     

    Step 6: Reflections. Reflection is a key element of all coaching sessions as including it can support lasting change. In fact, do not end the session without asking them to reflect on the breakthroughs achieved in the session. Again, the information that stems from you should not stem from you. It should be coachee-led.

     

     It is equally important for coaches to reflect on their performance during the session also. For example, you should reflect on how effective the session was for helping the coachee to achieve their goals. Did your approach work? What would you stop, start, and continue doing to improve your session next time?

     

     Step 7: post-coaching evaluation. It is important to find out from your coachee how they received the session. Did the session meet their expectations? In their opinion, what worked and what did not work so well? You can use a standard evaluation form to collect information on this.

     

    About the author
     
    Dr Michelle Hunter-Hill is a Chartered Psychologist, Scientist, Coach, and supervisor. She specialises in the professional development of psychologists and coaching professionals. Dr Hunter-Hill is Programme Director of MSc Occupational and Business Psychology at University of Roehampton, and she assesses and develops talent internationally, particularly in the UK and Middle East).

     

  2. Trolls-Feel-Good-About-Themselves-By-Hurting-Others-by-Dr-Hunter-Hill

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    The Psychology of Trolling: Unmasking the Digital Aggressor

     

    In an era where digital interaction increasingly shapes our social landscape, the phenomenon of online trolling has surged to concerning levels within the United Kingdom and beyond. Recent data from the Law Commission UK (2018) reveals that approximately 1% of internet users in the UK report having been subjected to trolling within the past year, rising to 5% among those aged 16-24. While these numbers may appear modest, the profound psychological consequences of such experiences demand urgent academic scrutiny. To combat this modern form of aggression, it is crucial to explore the psychological profile of those who engage in trolling, investigate the motivations underpinning their behaviour, and re-evaluate the societal perception that trolling is a lesser form of harm compared to physical abuse.

     

    Defining Trolling: Malice or Mischief?

     

    A troll is traditionally defined as an individual who deliberately incites conflict, hostility, or distress through provocative and antagonistic online behaviour. While some instances of trolling may be rooted in a desire to entertain or amuse, scholarly inquiry predominantly classifies trolling as a malevolent act aimed at causing harm. The deliberate nature of this behaviour differentiates it from impulsive outbursts or misunderstandings, positioning it as a calculated and sustained effort to disrupt the emotional well-being of others.

     

    The Consequences of Trolling: Psychological and Social Ramifications

     

    The harmful repercussions of trolling are well-documented. Victims frequently endure lowered self-esteem, depression, anxiety, disrupted sleep patterns, and, in extreme cases, self-harm and suicidal ideation. A comprehensive 2017 Ofcom report on adult media use and attitudes substantiates the prevalence of this phenomenon, employing data from 1,846 adults and an additional 3,743 respondents via the Technology Tracker. The findings suggest that while 1% of internet users overall reported trolling victimisation, the figure rises notably among younger demographics. International research echoes these trends, with studies estimating rates of cyberbullying as high as 31.4% and cyber victimisation between 24.6% and 30.2%. These statistics underscore the necessity of understanding the psychological underpinnings of trolling behaviour to inform both prevention and intervention strategies.

     

    Profiling the Troll: A Psychological Inquiry

     

    Efforts to delineate the psychological characteristics of trolls have largely converged on two dominant perspectives. The first approach situates trolling behavior within the framework of the Five-Factor Model of personality, examining traits such as conscientiousness, agreeableness, emotional stability, openness to experience, and extraversion (Gylfason, Sveinsdottir, Vésteinsdóttir, & Sigurvinsdottir, 2021). Findings suggest that trolls typically score lower on agreeableness and conscientiousness, reflecting an antisocial disposition.

     

    The second and arguably more compelling approach investigates the association between trolling and the so-called 'Dark Triad' of personality traits — Machiavellianism, narcissism, and psychopathy (Paulhus & Williams, 2002; Jones & Paulhus, 2011, 2014). Emerging research expands this triad into a 'Dark Tetrad' with the inclusion of sadism (Vaillancourt & Arnocky, 2019). Sadism, defined as deriving pleasure from inflicting pain, has garnered considerable empirical support as a key predictor of trolling behaviour. Notably, individuals exhibiting high levels of sadism coupled with high self-esteem appear particularly predisposed to engage in trolling. This synergy suggests that trolls may experience a perverse sense of gratification and self-enhancement through their harmful actions.

     

    Addressing Trolling: Practical and Policy Implications

     

    The insights gleaned from psychological profiling hold significant implications for managing and mitigating trolling behaviour. Recognising that trolls often possess callous, psychopathic traits and a diminished capacity for empathy — encapsulated by a low 'Violence Inhibition Mechanism' (VIM) — underscores the importance of tailored intervention strategies. The following guidelines aim to empower individuals and institutions in responding to online trolling:

     

    1. Avoid Immediate Emotional Reactions: Refrain from retaliating in anger or frustration, as this response fuels the troll’s sense of achievement.
    2. Seek Psychological Support: Address the emotional toll of trolling by consulting mental health professionals or support networks.
    3. Resist Engagement: Refusing to respond to trolls deprives them of the gratification they seek — engagement sustains their behaviour.
    4. Document Incidents: Maintain a detailed record of the trolling events, which may serve as evidence in reporting the abuse.
    5. Report and Escalate: Notify social media platforms of the abuse and, where appropriate, involve law enforcement by contacting 101.
    6. Educate and Advocate: Promote awareness of the psychological harms associated with trolling, challenging the outdated perception that online abuse is inconsequential.

     

    The forthcoming Online Safety Bill offers a promising legislative framework to address digital abuse, marking an essential step toward ensuring online environments are safer and more accountable.

     

    Conclusion: Reframing Trolling as a Serious Social Issue

     

    In sum, the characterisation of trolling as a benign or humorous online activity must be fundamentally re-examined. A growing body of evidence demonstrates that trolling constitutes a form of psychological aggression, wielded by individuals who exhibit pronounced antisocial and sadistic tendencies. By advancing our understanding of the psychological drivers of trolling, we can foster more compassionate, informed, and resilient digital communities. As society continues to navigate the complexities of online interaction, recognising the profound human cost of trolling — and treating it as a legitimate form of abuse — is imperative for safeguarding mental health and social cohesion

     

    References

    Davis, A. C., Visser, B. A., Volk, A. A., Vaillancourt, T., & Arnocky, S. (2019). The relations between life history strategy and dark personality traits among young adults. Evolutionary Psychological Science5(2), 166-177.

    Gylfason, H. F., Sveinsdottir, A. H., Vésteinsdóttir, V., & Sigurvinsdottir, R. (2021). Haters Gonna Hate, Trolls Gonna Troll: The Personality Profile of a Facebook Troll. International journal of environmental research and public health, 18(11),

    Jones, D. N., & Paulhus, D. L. (2014). Introducing the short dark triad (SD3) a brief measure of dark personality traits. Assessment21(1), 28-41.

    Law Commission (UK), Abusive and Offensive Online Communications: A Scoping Report, November 2018, available at: https://s3-eu-west-2.amazonaws.com/lawcom-prod-storage- 11jsxou24uy7q/uploads/2018/10/6_5039_LC_Online_Comms_Report_FINAL_291018_WEB.pdf

    Paulhus, D. L., & Jones, D. N. (2015). Measures of dark personalities. In Measures of personality and social psychological constructs (pp. 562-594). Academic Press.

    Disclaimer: The content generated on this blog is for information purposes only. This Article gives the views and opinions of the authors.

    Dr Michelle Hunter-Hill is a Chartered Psychologist, Behavioural Scientist and Coach who specialises in advising on trolling, and the psychological safety of workers/contributors in various occupational settings (offices, remote-working, on screen, on track/field/pitch). Dr Hunter-Hill creates psychometric profiles (assessments) of trolls/digital bullies, and deviant types such as narcissistic leaders, extreme risk takers and more. Dr Hunter-Hill runs the Issues@Work Clinic, and The Psychometrics Cafe’. Dr Hunter-Hill is Director of the MSc Occupational and Business Psychology programme at University of Roehampton.