What Makes Aware and Willing Different?

Aware and Willing uses approaches some coaches do not, such as:

• A cultural introduction to understand who you are and what is important to you.
• A vision exercise to understand who you want to be come and why it is important to you.
• Documenting your goals, why they matter, and signs of success so you have clear direction and can measure your progress and succcess as we go.
• For organizational clients, seeking input from you, your leader, and key stakeholders who matter before the coaching engagement begins and during coaching to identify what's helping you and where you may need to grow.
• For organizational clients, asking you, your leader, and key stakeholders to assess your progress at the end of the coaching engagement.

Aware and Willing uses only assessments in which it has been trained or certified, taking care to:

• Use only tools that align with what you need, that are science-based, and that are known for their validity and reliability.
• Discuss your assessment results with you to ensure you understand your data and why it matters, plus help you identify how you can use insights to become "You, better".
• For organization clients, involve the assessed person's leader in debrief discussions to ensure they understand the data and how they can support a person's professional and personal growth.
• Approach all assessment discussions with a sense of curiosity about the person assessed, with appreciation and respect for their talents and abilities, and with a positive push for growth that encourages people to become "You, better".

Aware and Willing aims to deliver what your organization truly needs by taking the following steps to ensure what it delivers is on target and has a positive impact:

• Consult with you  to understand who your target audience is, how they currently perform, and what performance gains you want to achieve by training. 
• Before training, provide communication that involves leaders of attendees so they can set expectations, support development, and seek to hold people accountable for improving their performance.
• Incorporate into training activities that require people to apply concepts and tools in ways that boost performers' confidence and competence, equipping them to perform back on the job.
• After training, provide attendees and their leaders communication that enables them to discuss what was gained from training, support continued use of what was learned, and hold people accountable for performing back on the job.
• Evaluate training in ways that seek to measure whether people can use and are using on the job things they learned in training.