Coaching World Issue 12_ November 2014

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Transcript of Coaching World Issue 12_ November 2014

  • 8/9/2019 Coaching World Issue 12_ November 2014


    Coaching HighPerformancethrough StateChange Robert Holmes, PCC

    p. 24

    Coaching thePost-heroic Leader

    Je rey W. Hull p. 28

    Why TransformativeCoaching Takes GutsMarcia Reynolds, MCC p. 16

    Letting Go ofBoundaries toReinvent Work/LifeBalanceMicheline Germanos, ACC p. 20

    Persuasive Pitching Juliet Huck p. 26

    ISSUE 12 November 2014

    Coaching withinOrganizations

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    03 The First Word

    04 Checking In

    05 Editors Note

    06 Keeping Current

    08 From the Toolbox Coaching Presence

    10 Business Sense Marketing to Organizations

    12 The Coaching Case J.K. Organisation (E.Z)

    14 Research Connection Building a Coaching Culture

    32 Global Views Coaching in Organizations

    34 The Conscious Coach Viorel Apetrei, PCC

    16 Why Transformative CoachingTakes Guts Marcia Reynolds, MCC

    20 Letting Go of Boundaries to ReinventWork/Life Balance Micheline Germanos, ACC

    24Coaching High Performance throughState Change

    Robert Holmes, PCC

    26Persuasive Pitching Juliet Huck28Coaching the Post-heroic Leader Jeffrey W. Hull

    NOVEMBER 2014

    C o n t e n t s

    ISSUE 12

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    Mother Teresa

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    Meaningful MarketingBuild on your 2014 marketing victories and prepare for asuccessful new year by adding these three action items toyour to-do list this quarter.

    Register for the 2015 ICF BusinessDevelopment Series.

    The 2015 ICF Business Development Series is a virtual educationo ering designed to provide coaches with essential, cutting-edge tips,tools and insights to help you thrive in todays market. From February10 26, 2015, join host William Arruda and top subject-matter expertsfor rst-class marketing and business development education. Learnmore at .

    Conduct a marketing audit.

    As you prepare for a new year, set aside a few hours to conductan audit of your 2014 marketing e orts. What strategies, tools andtechniques did you use to market your coaching business in the past12 months? Which ones were most e ective in reaching your idealclients? Which werent as e ective? How can you mix and matchmarketing strategies to make your message more resonant? Re ectingon these questions before you develop your 2015 marketing plan willhelp you meet the new years marketing challenges head-on.

    Tune in to an opportunity to promote coaching.

    In late 2014, ICF partnered with MMP (USA), Inc., to produce a13-minute segment for Corporate Review , an award-winning businessand health program hosted by Donald Trump, Jr., and airing on cablenetworks, including Fox Business, Bloomberg TV and Bloomberg TVAsia. The segment, which highlights how partnering with a coachcan help individuals and organizations achieve their goals, featuresinterviews with ICF CEO/Executive Director Magdalena Mook and ICFProfessional Certi ed Coach Christopher G. Padgett (USA), as well asone of Chris coaching clients.

    View (and share!) the segment, nd upcoming air dates and learnabout other ICF e orts to enhance awareness of professionalcoaching by visiting .

    Coaching World is a quarterlydigital publication of theInternational Coach Federation.

    It is distributed via emailand accessible online .Coaching World is developed andproduced by the ICFMarketing Department.

    Lisa BarbellaSocial Media Specialist

    Justin HannahMarketing Specialist

    Abby Tripp HeverinCommunications Coordinator

    Ann JarvisMarketing Manager

    Stephanie WrightBrand Designer

    Opinions expressed by contributorsare their own and not necessarilyendorsed by Coaching World or theInternational Coach Federation (ICF).Content may not be reproducedin whole or in part without priorwritten permission.

    International Coach FederationHeadquarters2365 Harrodsburg Road, Suite A325Lexington, KY 40504 USA1.888.423.3131 or [email protected]

    Advertise with [email protected]

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    As I write this letter, autumn is windingdown in Lexington, Kentucky, USA, whereICF Global is headquartered. AlthoughIm excited about the promise that thenext few months holdparticularlyas we prepare to celebrate ICFs 20 th anniversary in 2015its bittersweetsaying goodbye to my favorite season.

    Although Ive always loved autumn, being part ofthe ICF Global sta gives me one more reasonto embrace this season: the selection of ourInternational Prism Award honorees.

    In May, we invited ICF Credential-holders to sharewith us the stories of organizational coachinginitiatives that ful ll rigorous professionalstandards, address key strategic goals, shapeorganizational culture, and yield discernibleand measurable positive impacts. When thenomination window closed on July 31, we had arecord 27 applications for our judges to review.

    My Prism sta team colleagues and I spentmuch of September and early October onthe telephone, assisting the judges as they

    moved closer to a decision and interviewingrepresentatives from ve nalist organizations.These interviews are my favorite part of theprocess: Because nominations are anonymizedto enable blind scoring, the interview is our rstchance to get to know the organization, hearits stories and understand its unique coachingculture. We always learn so much from thesecallsboth about the nominees and about howcoaching is transforming organizations aroundthe globe.

    After a very di cult decision-making process,we were delighted to recognize J.K. Organisation(India), our 2014 ICF International Prism Awardwinner, and CareSource (USA), our honorablemention recipient, during a November 15ceremony at ICF Global 2014Latin America.(Were sharing J.K. Organisations coachingstory on page 12 of this issue, and will featureCareSource in a future issue of CW .)

    As we prepared to announce this yearsPrism honorees, we were also putting the

    nal touches on a signature research studyconducted in collaboration with the HumanCapital Institute (HCI). Released October 1,Building a Coaching Culture uses insightsfrom more than 500 human resources, learningand development, and talent managementprofessionals to paint a picture of the state oforganizational coaching today. (Turn to page14 to learn how these ndings can help yousupport the organizations you work with.)

    Were exploring the role of coaching withinorganizations throughout this issue of CW . Frompractical strategies you can use to enhance

    your marketing to organizations (see pages 10and 26) to a case study on coaching managersand leaders for higher performance (page 24),this issue is full of tips, tools and resourcessure to bene t external and internal coachpractitioners alike.

    As we prepare for a new, exciting year of celebratingprofessional coaching and ICF, I want to make surethat CW continues to help you be your best. Feelfree to send your feedback and suggestions [email protected] .

    Abby Tripp Heverin Communications Coordinator

    Learning from the Best

    The February issue of Coaching World received a 2014American InHouse Design Award Certi cate of Excellence.Read more about this award here .

    Coaching World also received a 2014 APEX Award ofExcellence. Read more about this award here .

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    Network with aClean ConscienceIf the thought of professionalnetworking makes you squirm, yourenot alone. A recent study found thatnetworking for the purpose of careeradvancement makes some peoplefeel immoral and physically dirty.

    People feel that they cannot justifytheir actions to themselves, andthe lack of justi cation comesfrom the di culty people have inframing some forms of networkingas motivated by a concern for otherpeople versus a sel sh concern,said study co-author TizianaCasciaro, an associate professorof organizational behavior andhuman resource management at

    the University of Torontos RotmanSchool of Management.Networking can be critical for careerdevelopment, so that uneasy feelingmay hold back an otherwise high-performing employee from movingup the ladder at work.Casciaro and fellow researchersFrancesca Gino of Harvard BusinessSchool and Maryam Kouchaki ofNorthwestern Universitys KelloggSchool of Management based

    their ndings on both laboratoryexperiments and a study of lawyers ata large North American rm.The researchers found that lawyerswho held positions of power inthe rm were less likely to reportfeeling impure while networking andnetworked more often. Those whoheld less power in the o ce reportedthat networking made them feeldirtier and that they were less likely

    to do it. This imbalance is likely toreinforce the existing power structureand make it more di cult for those atthe bottom to advance.Those negative feelings can beovercome when people start tosee networking as being aboutmore than just themselves, such

    as an opportunity to develop thenetworkers knowledge of theirindustry, with the bene t beingpassed on to whomever they workwith, said Casciaro.Networking can be more palatable ifyou feel that you have something too er in return.

    Dont underestimate what you cangive, said Casciaro.The study was published in the journal Administrative Science Quarterly.

    Lisa Barbella

    Not Just Natureor NurtureIs genius a matter of genetics, or cananyone achieve greatness throughdedication and hard work? Accordingto new research from MichiganState University, your belief aboutthis question can literally a ect the

    functioning of your brain and yourability to achieve goals. The studysuggests that simply being told thate ort trumps genetics can causeinstant changes in the brain andprompt subjects to perform better.To conduct the study, researcherssplit participants into two groupsand instructed them to read oneof two articles about the natureof intelligence. The rst article

    stated that intelligence was largelygenetic and immutable. The secondarticle stated that intelligence wasmalleablethat the genius of brilliantindividuals, such as Leonardo da Vinciand Albert Einstein, was probablydue to a challenging environment,and had little to do with genetic

    structure. The subjects were toldto remember the articles key points,then to complete a set of reaction-time tests while the researchersmonitored their brain activity.The participants who read theimmutable article showed an increasein attention to their responses (asif they were more conscious oftheir own performance), but noimprovement in the task from trialto trial. In contrast, the subjects whoread the malleable article showed anincreased attention to the task itself,and an improved performance fromtrial to trial.Lead investigator Hans Schroder, adoctoral student in clinical psychologyat MSU, says that regardless of the

    nature vs. nurture debate, simplyholding the belief that intelligence ismalleable creates positive e ects inthe brain, and thereby encourages usto work harder. He noted that givingpeople messages that encouragelearning and motivation may promotemore e cient performance, while

    telling people that intelligence isgenetically xed may inadvertentlyhamper learning.

    The TakeawayWe all possess di erent strengthsand abilities, some more malleablethan others. But its interesting tosee that by simply believing thatchange and growth is possible, weencourage our ability to changeand grow, and in doing so, work todevelop our highest potential.The study appears in the journalBiological Psychology .

    Justin Hannah

    K e e p i n g C u r r e n t

    S h u t t e r s t o c k

    . c o m / B a n g k o k h a p p i n e s s

    S h u t t e r s t o c k . c o m / b a r a n q

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    Join personal branding specialist, William Arruda

    as he hosts the International Coach Federations2015 Business Development Series.

    I found the information relevant to my needs.There were many points made that I appliedimmediately in my professional practices.

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    Virtual EtiquetteAll coaches seek to establish credibility and createsafety and trust. We may begin an introductory sessionby describing our approach, credentials, experienceand so forth. In virtual coaching, clients particularlyneed this introduction to the coachs way of workingand the ethical principles underpinning the coachingconversation. This is a kind of virtual etiquette that setsthe ground rules for the engagement and creates a safespace for a skillful, free- owing exploratory dialogue.

    Emotional ConnectionExperience shows that, when being coached virtually,many clients quickly leap to the topic they wish toexplore without any friendly preliminaries. The fact ofcommunicating via technology often prompts peopleto behave more formally than usual. Before we addresswhat the client wishes to discuss, virtual coaches mightbegin with an emotional check-in, asking questions,

    such as, How are you today?, How are you feeling? orWhats your mood today?

    Why is this important? When meeting in person, wecan smile, shake hands, make eye contact and chat. Invirtual space, we may be looking at a blank computerscreen. The check-in process reminds the client thatshe is talking to a real, live, attentively listening andempathic human being.

    Listening with CuriosityListening at the deepest level of awareness is a coreskill for coaches. But in virtual space, how do clientsknow we are paying attention, especially if were silentand invisible? Even with a webcam, cues such as bodymovement and facial gestures are often unavailable.

    Listening with curiosity means paying deep attention tothe clients words and nonverbal utterances (coughs,changes of tone, hesitations, pausesall of which wehear more intensely when physical contact is missing) andsometimes asking questions about them (e.g., What isthe silence telling us?). We might take care to ask nudgequestions (e.g., Yes? And so ? And then ?), and

    perhaps ask these more than when physically present.We might even share re ections that indicate our physicalpresence (e.g., When you said that, I closed my eyes. I feltquite surprised ).

    Vocal PresenceIn virtual space, establishing our coaching presencerequires a new awareness of the impact of ourvoiceits ability to bring energy and show connection,understanding, enthusiasm, warmth and concern.We may need to speak more slowly and use pauses

    and changes of tone and pace to make distinctions,underline uncertainties and open conversational doorsto new possibilities. Working virtually is an excellentopportunity to develop vocal presence in an authenticway. (Learn more about developing an authentic vocalpresence during coaching in the video below.)

    Engaging VisuallyWhen coaching via telephone or computer, ensure that

    rst-time clients know what you look like, especiallyif youre not using a webcam. Exchanging photos orposting these on slides if using online technology is veryhelpful. Including a friendly, welcoming slide at the startof the session rather than a blank or generic meetingscreen is another way to create visual presence.

    But visual presence refers to more than how youwish to be perceived by the client. Without face-to-face contact, the imagination may sometimes playmore freely, its insights shared via scribbled wordsor drawn or cut-and-pasted images on the slides andwhiteboards some online platforms o er.

    While coaching in any context is led by the clientsagenda, coaching virtually o ers a particularopportunity to explore visually with the client herquestions, dilemmas and achievements.

    TechnologyYes, knowing how to operate your technologymatters. But practice will get you there, and insome situations (especially a larger team coaching

    engagement), the services of a technical producermay help. Finally, take heart. Technological failurerarely damages coaching presence as long as weremain calm and exible with alternatives whenworking with our clients across distance.

    Watch as Jude Tavanyar demonstrates the use of a virtualcoaching platform while interviewing her colleague, Marieke deBoer, about the role of voice in virtual coaching.
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    OvercomingYour Sales FearsI love the work I do supportingcoaches to sell their professional

    services. From nding their rst clientto running six- gure businesses, Ilove watching their business growth.Some people nd this scary. And someof the most intimidating marketingwork coaches do is when they pitch toorganizational decision-makers.

    Executive, Corporate or LeadershipCoaching isnt for everyone. It isdemanding, and corporations havehigh expectations. Rightly so: Theyare investing signi cant sums intheir executives. These organizationsare typically quite speci c in theirrequirements. They need to lter out thebest coaches from the also-rans.

    Your business goal is to show how yourstrengths, talents and experience are agreat match for your prospects. Its up toyou to demonstrate how you meet their

    criteria. However, achieving this goalrequires you to overcome your anxietiesabout stepping into the sales role. These

    ve steps will help you get past yoursales fears and stand out in the eyes ofprospective client organizations.

    1. Do your research.Find out what makes your prospectorganization tick. Explore its website,follow the latest news from its industrysector, and get to know its challenges.Check out the organizations presence onLinkedIn and other social media platforms.

    2. Tailor your CV or rsum.No-one likes to receive an all-purpose CV.Use this document to demonstrate thatyou understand your prospects needs.Organizational clients want to knowthat youre up to date and committed toprofessional standards, so dont forget toinclude the following information:

    Coach-speci c training High-performing professional coachesshow evidence of their training. Inaddition to documenting all coach-speci ctraining on your CV, take the time to scanall of your certi cates of completion.Have PDFs of these at the readyto show your prospects.

    Professional membershipsand credentialsShowing your a liationwith a standards-settingglobal organization, suchas ICF, demonstratesyour commitment toethical practice andcontinuous educationand professionaldevelopment. You may also

    nd it helpful to share with

    Helen Caton-Hughes, MA, DipM,

    PCC A Professional Leadership

    Coach and Chartered Marketer,Helen is global managing

    director of The Forton Group, which delivers an ICF

    Accredited Coach TrainingProgram (ACTP) specializingin Leadership Coaching. Shealso runs monthly business-

    building teleclasses for coaches.Email Helen at Helen.Caton@ .

    Your business goal is toshow how your strengths,

    talents and experienceare a great match for

    your prospects.

    10 Coaching World[email protected]:[email protected]:[email protected]:[email protected]://
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    prospective clients that consumersreport greater satisfaction with thecoaching experience when theypartner with a coach who holdsa recognized credential and/orprofessional membership.*

    Continuing Coach Education

    (CCE) units Coaching skills need to berefreshed, and prospects need toknow that youre up to date in yourprofessional practice.

    3. Demonstrate yourprofessional credibility.Its true that the client will bethe real expert in the coachingrelationship. But before an

    organization will entrust you towork with its top teams, you need

    to demonstrate your credibilityand track record.

    This is your chance toshine by showcasingyour uniquecombination of skillsand experience.No one else sharesyour professional

    biography. Yourachievements, andthe way youve applied

    your talents andwisdom over the years,

    are unique.

    Maybe you have linguistic skills.Perhaps youve worked with aparticular technical eld, such asengineering, IT or health care.Show your prospects how thatslinked to your coaching niche.Paradoxically, by shrinking yourtarget market to a de ned groupyoull actually help your prospectsfocus on you. Reminding yourselfof the areas where you haveauthority and standing will giveyou a much-needed con denceboost, too.

    4. Test out your CV.Find a supportive friend orcoaching colleague to talk throughyour CV. A Career Coach canalso help you here. Or set up aco-coaching session, where youcoach one of your peers and thenreverse the process, with himor her coaching you and askingpowerful questions that helpilluminate your strengths. Thishelps you see when youre hidingyour light under a bushel.

    Talking through what sets youapart is also an opportunity to

    rehearse for any meetings you setup with your prospects. Practicingyour pitch will reconnect you withyour passion for coaching, and theadditional rehearsal will also helpyou work toward a clear, concise

    elevator speech(a 30-secondsummary of who you are and whatyou do, that you can dust o whena chance presents itself).

    5. Get into action.Use your coaching session tocommit to action: to follow through,

    to make some calls, to set up rstmeetings with prospects. Salesdont always happen instantly. Theyresult from taking one step at atime. As the saying goes, Motionis emotion. By getting into action,youll create more con dence foryourselfa key step to winningcorporate business.

    As the market for corporatecoaching continues to grow,credible professional coaches willalways be in demand. And youdeserve to be one of them.

    *According to the 2014 ICF Global Consumer Awareness Study.

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    Storied History,Bright FutureFounded more than 100 years ago, J.K. Organisation (E.Z) is one ofIndias largest industrial groups. With a diverse portfolio of companiesresponsible for the manufacture, distribution, sale and service ofproducts including tires, paper, cement, industrial supplies, andagricultural and dairy products, J.K. employs more than 22,000individuals across India and around the globe.

    CelebratingCoaching Cultures

    J.K. Organisation (E.Z) isthe winner of the 2014 ICFInternational Prism Award.

    In 2005, ICF Global adoptedthe Prism Award, a concept

    developed by ICF Toronto

    recognizing businesses andorganizations that demonstrate

    how professional coaching pays off on many fronts.The award represents the

    epitome of what professionalcoaching can accomplish withinorganizations of all sizes and in

    all sectors.

    The 27 programs nominated for the 2014 award were

    evaluated by a panel of ICFMembers from around the

    world according to four criteria: yielding discernible and

    measureable positive impacts, fullling rigorous professional

    standards, addressing keystrategic goals, and shaping

    organizational culture.

    To learn more aboutthe International Prism

    Award, .

    As India continues to emerge as a

    global economic power, J.K.s leadersare seeking ways to capitalize on thisopportunity, retaining the organizationslegacy of excellence while adaptingto a dynamic operating environment.In 2008, J.K.s senior decision-makerschose to adopt coaching as a strategyfor talent development, leadershipenhancement and change management.What began as an initiative pairingexternal Executive Coaches (most ofwhom held ICF Credentials) with seniorleaders has evolved into an integratedprogram that incorporates coaching,training for a growing cadre of internalcoach practitioners, and opportunitiesfor managers and leaders to learn anduse coaching skills with their directreports. The result is a coaching cultureimpacting not only the organization,but also the personal and family lives of

    J.K.s employees.

    Prior to 2008, J.K.s legacy of excellence

    was premised on a directivemanagement model. The senioremployees have all grown up in theculture of expecting instruction fromtheir bosses, explains Alan Meyne, PCC,director of Coaching Lighthouse and thecoach who nominated J.K. for the PrismAward. Innovation and initiative wereexpected to come from the top, down.

    The demands on Indian organizationsare changing, however. While most

    of J.K.s leaders are in their fties, theaverage age of an Indian citizen is 27.Managers and leaders need skills andstrategies to negotiate this generationgap in order to unleash their directreports potential, promote innovation,retain top talent, and ensure J.K.scontinued success in the 21st century.

    The growth of a coaching culture at J.K.has helped address this need.
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    A coaching culture is visible inthe behavior of people. Its a wayof looking at people and treatingeach other. When we describea coaching culture, weredescribing a learning culturethat is respectful and that valuespeoples potential and promotesinnovation, Meyne explains.

    Although awareness ofprofessional coaching in Indiais increasing, theres still a greatdeal of confusion about whatcoaching isand what it isnt.The perception of coaching as aremedial intervention persiststhroughout the country, largelydue to the words academicconnotations. (India is home tonumerous coaching institutesand programs that prepareindividuals for school, universityand professional exams.)

    The programs developersknew that theyd need leadersto model the experience andimpacts of coaching for lower-level employees. This strategyworked: What began as ExecutiveCoaching for a handful of topsenior leaders rapidly expandedto include high-potential leadersat the VP level and below. Today,124 senior and high-potential

    executives have completedcoaching engagements, while43 new leaders are currentlyparticipating in ExecutiveCoaching relationships.

    In 2013, J.K. took the next step,engaging ICF ProfessionalCertied Coaches from CoachingLighthouse to provide a course ofcoach-specic training to leaders

    interested in becoming internalcoach practitioners.

    Prior to the start of ExecutiveCoaching, clients participate ina 360-degree feedback process.Based on the nal report, they areasked to identify two to three goals

    for the coaching engagement.Coaching engagements span eight

    to 12 months, and include mid-term and end-of-engagementmeetings with the coach, clientand human resources team.The coach also checks in withkey stakeholders throughoutthe process to monitor theeffectiveness of coaching.

    The organizational andindividual impacts of coachingat J.K. are appreciable. Withinthe four J.K. companies usingcoaching most frequently,leaders have reported improvedperformance, protability andemployee retention. Since 2008,revenues have grown by 105percent, employee satisfactionhas increased by 16 percentand attrition of high-potentialemployees has decreased by twopercent (from an all-time high of7.1 percent).

    Leaders receiving ExecutiveCoaching have reported ahigh return on expectations,particularly in the areas of stressmanagement (one client reporteda 60 to 65 percent decrease instress during and after coaching),management skills, roletransitions, self-condence, andenhanced teamwork. The positiveimpacts go beyond the ofcewalls: Coaching clients also report

    enhanced communication andrelationships with their spouses,children and extended families.

    Perhaps the most signicantchange wrought by coachingwithin the J.K. Organisationhas been the shift from a top-

    down management style to asystem of collegial, collaborativerelationships between senior- andmiddle-level leaders and theirpeers and direct reports. Thanksto this change, team membersare taking greater initiative forprojects and activities, evenproposing innovative ideas thatthey believe would improve aproduct or process. No longer is

    an employees value based solelyon his or her age and tenure withthe organization: Now, creativeideas, diverse solutions and theability to play an active role inthe decision-making processare among the factors used toevaluate employees effectiveness.

    As J.K.s initiative evolves, itsarchitects say they are optimisticabout the future of coaching in

    the organization. We believe thatpeople have the potential to dowonders at work, and coachingtaps into that potential, says ICFAssociate Certied Coach and

    J.K.s vice president of corporatehuman resources, Dilep Misra.Coaching has provided acommon language that is gainingpopularity in the workplace asit creates new learning and sets

    people up for success. Askingpowerful questions, facilitatingthe process, putting them incharge: Its all a way to get theminvolved in the organizations day-to-day decision-making process,make them a success in theirarea, and make them a success inachieving the target.

    When we describe a coaching culture, were describing alearning culture that is respectful and that values peoplespotential and promotes innovation.

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    Rather than focusing on whether organizations should use coaching, this studyexamined the speci c ways in which todays companies and leaders establishand support strong coaching cultures.

    By leveraging our HCI partnership, we were able to gather extensive surveyfeedback from more than 500 individuals currently working within the HR andL&D functions of their organizations. The research also included an extensivereview of existing literature on organizational coaching cultures and a series of

    in-depth interviews with subject-matter experts.While it is not uncommon to hear anecdotal references to organizations withstrong coaching cultures, a primary goal of this research was to identify up to sixdistinguishing criteria for classifying strong coaching cultures.

    To determine the components of a successful coaching culture, ICF and HCIcreated a composite index highlighting the critical success factors necessary todevelop an environment of e ective coaching.

    An organization was classi ed as having a strong coaching culture by earning ascore of ve or six on this composite index. Points were generated for each ofthe following:

    Strongly agree/agree that their organization has a strongcoaching culture.

    Strongly agree/agree that employees value coaching.

    Strongly agree/agree that senior executives value coaching.

    Coaching is a xture in the organization with a dedicated line item inthe budget.

    Managers/leaders and/or internal coach practitioners spend above-averagetime on weekly coaching activities. (Above-average was de ned as greaterthan 19 percent for managers/leaders and greater than 17 percent forinternal coach practitioners.)

    Managers/leaders and/or internal coach practitioners received accreditedcoach training.

    Although many organizations realize the value of coaching, only 13 percentof the organizations included in Building a Coaching Culture were classi ed ashaving a strong coaching culture. These organizations reported signi cantlymore highly engaged employees (65 percent) when compared to all otherorganizations (52 percent). Furthermore, when compared to all otherorganizations (41 percent), those companies with strong coaching cultures weresigni cantly more likely (60 percent) to report above-average 2013 revenuerelative to their industry sector.Building a Coaching Culture is designed as a resource for organizations andcoach practitioners that want to achieve these outstanding results, with insightsinto designing a strong coaching culture, nding coach practitioners, trainingcoach practitioners and managers/leaders using coaching skills, and executingand evaluating coaching programs.

    To obtain the nal report for Building a Coaching Culture and learn moreabout this rst-of-its-kind research study, visit .

    ICF BusinessPartnersICF partners with variousgroups through theICF Media Partner andICF Business SolutionsPartner programs tooffer discounts or special

    pricing to ICF Memberson goods and services.Learn more .



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    Why TransformativeCoaching Takes GutsMost trained coaches know how to be supportive, encouraging andnonjudgmental. These approaches are useful but often not enough to createa new awareness. Coaching starts by building trust and rapport, but as the

    conversation goes deeper you might need to generate a bit of discomfort tocreate a breakthrough in thinking.

    Marcia Reynolds,Psy.D., MCC,ICF Global Past

    PresidentMarcia works with

    organizations worldwide, providing Executive

    Coaching and leadershiptraining. She is the author

    of three books, includingher latest on Leadership

    Coaching, The DiscomfortZone: How Leaders Turn

    Difcult Conversations

    into Breakthroughs(Berrett-Koehler, 2014). She

    is the training director forthe Healthcare Coaching

    Institute, regularly workswith coaching organizations

    in China and Russia, andis the president-elect of

    the Association for CoachTraining Organizations

    (ACTO). Her doctorate is inorganizational psychology.

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    What happens when you challengesomeones thinking?In order to de ne who we are and make sense of the worldaround us, our brains develop constructs and rules that westrongly protect without much thought. In Whos in Charge?:Free Will and the Science of the Brain (Ecco, 2011), neuroscientist

    Michael S. Gazzaniga says we get stuck in our automaticthought-processing and fool ourselves into thinking we areright. When someone asks us why we did something, weimmediately come up with an answer even if the responsedoesnt make complete sense. We instantly concoct a brilliantreason for procrastinating on a task, for prioritizing readingemail over a project deadline or for making life decisions basedon how we will feel in the future when, in truth, we can never besure how the circumstances will impact us emotionally.

    To disturb this automatic processing, you re ect holes in yourclients logic and ask questions that reveal the fears, needsand desires keeping the constructs in place. NeuroBusinessGroup founder and CEO Srinivasan S. Pillay, M.D., writes thatthis coaching approach is the only way to stop the automaticprocessing. Re ection and questions crack the force eld thatprotects your clients sense of reality, enabling her to explore,examine and change strongly held beliefs and behavior.

    The reaction to bringing these things to light will registersomewhere between slight discomfort and an emotionaloutpour. Momentary confusion and abrupt realizations triggeremotional reactions. The truth can hurt or at least surprise youbefore it sets you free.

    Therefore, negative emotions can be a good sign. Whenyour client realizes she has blocked a truth that was in herface the entire time, she may feel morti ed, angry or sad.She is nally confronting her rationalizations and seeing herblind spots. For a moment, her brain does not know whatto think. As Nessa Victoria Bryce writes in the July/August2014 issue of Scienti c American Mind , this pause in certaintyas the brain rushes to reinterpret information is necessaryfor a clearer and broader understanding of the situation toemerge. In researching how coaching works in the brain forThe Discomfort Zone, I found this moment of uncertainty isnecessary for behavioral learning to occur. Only with this newawareness will your client willfully commit to behaving in adi erent way.

    Tuning InListening with an integrated mind takesconscious and consistent practice. Here arefour tips to help you access your intuitionand positively challenge your clients:

    1. Sense what your client isexperiencing as you listen. Dont just analyze her words. Feelwhat emotions come up for you andreect to her what you notice withoutassessing if you are right or wrong.

    2. Ask yourself what you are feeling.Your emotions are likely reacting towhat your client is feeling. Either youare experiencing empathy where yourbrain is mirroring hers or you are feelinganxious because you sense her anger,

    fear, disappointment or confusion. Askher if she is feeling the same emotionsas you. If her experience is different, shewill let you know, thereby creating anopportunity for deeper exploration.

    3. Allow your heart and gut to havea voice. Sit up tall and ground yourself in thepresent moment. Consciously guideyourself to feel curious (open mind),compassionate (open heart) andcourageous (open at your core). Try tokeep your head, heart and gut open andbalanced while you listen. When you feeluncomfortable, speak and listen moredeeply from your gut. When you feelimpatient or begin to judge your client,focus on reopening your heart.

    4. Use silence to allow your clientto form new thoughts andperspectives.

    Silence is often an indication thatyour reections and questions havepenetrated your clients protectivebarrier. A new sense of self and reality istrying to emerge. It may take some timebefore your client can articulate whatshe now understands to be true. Bequiet while her brain is working.


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    How do you know what to say to trigger the

    brain to learn?The powerful questions that change clients minds emerge whenyou listen to your heart and gut as well as your head. You askabout what you sensewhat fears, disappointment, needs ordesires are conveyed to you without words. Your client thenstops and questions herself.

    You need to access your entire nervous system to pick up signalsfrom your clients entire nervous system. Some people de nethis process as listening to your intuition; biologically, it meansyoure listening to and trusting all of the signals you receive fromyour heart and gut, as well as your head. In so doing, you accessthe critical data you need to fully comprehend what is going on inthe human you are conversing with.

    To activate your full sensory capabilities, you need to feelgrounded in the present moment and visualize opening all threecenters in your neural network where you receive input. Thenyou have to trust what you sense and courageously ask yourclient for permission to share these notions. When you do, youneed to bravely accept how she reacts.

    Depending on your personality, you may nd it easier to accessone sensory capability over the other. People who tend to behelpers listen more easily from the heart than the gut. Risk-takerswho move quickly on instinct nd it easier to listen from the gutthan from the heart. As a born risk-taker, I have to consciouslyopen my heart when I coach, teach or argue with my partner. Imay feel vulnerable, but its e ective.

    If you intentionally practice listening from your various centersevery day, you will come to more naturally access your intuition.This will help you discover the re ections and questions that willcrack the force eld protecting your clients sense of self andreality, allowing a new awareness to emerge. The more you canget the neurons sparking in the brains of your clients, the greaterthe chance for a breakthrough in awareness to occur. Have theguts to use your heart and guts in coaching.

    Further Reading

    BooksThe Discomfort Zone:How Leaders TurnDi cult Conversationsinto Breakthroughs , byMarcia Reynolds (Berrett-Koehler, 2014)

    The Second Brain: AGroundbreaking NewUnderstanding of NervousDisorders of the Stomachand Intestine , by MichaelGershon (Harper, 1998)

    Whos in Charge?: FreeWill and the Science ofthe Brain , by Michael S.Gazzaniga (Ecco, 2011)

    Your Brain and Business:The Neuroscience of GreatLeaders, by Srinivasan S.Pillay (FT Press, 2011)

    ArticlesThe Aha! Moment: A Step-by-Step Guide to Your Next CreativeBreakthrough, by Nessa Victoria Bryce(in Scienti c American Mind , July/August2014, pages 36 43)

    Neuroscience and the Three Brainsof Leadership , by Grant Soosalu andMarvin Oka

    Taking the Bad with the Good, by Tori

    Rodriguez (in Scienti c American Mind ,May/June 2013, pages 26 27)
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    Letting Go ofBoundaries toReinvent Work/LifeBalanceWork/life balance continues to be atop leadership issue. It is arguably themost common challenge facing high-level executives, mid-level managers,small-business owners and individualcontributors. As coaches, we knowthat achieving work/life balance is avery personal journey and we witnessrsthand the challenges our clients facein building their own, individualizeddenitions of this concept.

    MichelineGermanos, ACC

    Micheline is a LeadershipCoach and consultant who

    provides business leaders andtheir teams with a uniquely

    valuable perspective bycombining 25-plus years of

    versatile, international businessand leadership experiencewith deep coaching skills,

    EQ, intuition and empathy.Visit Michelines website at ,connect with her on LinkedIn

    and follow her on Twitter:@inspir2transfrm .

    Over the past two decades, as aworking mother who traveledfrequently around the globe and asa people-minded business leader,Ive had strong and selsh motivesto crack this very hard nut. And Ibelieved I haduntil I moved outof the corporate world to embracemy dream career as a LeadershipCoach. I am sure that those of youwho followed a similar path willnod in agreement while readingthe following paragraphs.

    As an executive in the high-techsector and a working motherwith an extensive travel scheduleand two boys at home, over theyears I had trained myself to behighly efcientto ensure thatevery minute of my (long) dayswas productive. My schedule wascompletely booked: While myweek was full of predominantlywork-related activities, myweekends were totally dedicatedto my family. People outside ofmy inner circle were horriedby my packed calendar, butI was happy. It had not beenan easy journey to reach

    this balance. It required self-awareness and clarity regardingmy nonnegotiable priorities,authentic commitment, andrelentless self-discipline. But Ihad always viewed this effortas a worthwhile investment. Iteven gave birth to a personalwork/life statementa one-page document that listed theresulting practical commitmentsthat governed my week. I kepta copy of this statement visibleat home and another visiblein my ofce. (See A PowerfulStatement, at right.)

    When I left the corporate worldto pursue my longtime dream oflaunching a Leadership Coachingpractice, I was well aware of therisk and the nancial impact thisdecision involved. What I had

    S h u t t e r s t o c k

    . c o m / T o n g R o I m a g e s I n c

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    A Powerful Statement A personal work/life balance statement is a one-page document that articulates how yourvalues and priorities translate into concrete decisions and actions where work/life balanceis concerned. In addition to using the below tips for your own personal work/life balance

    statement, consider sharing these guidelines with clients who are struggling to achievegreater balance in their own lives.

    1. Start by listing your nonnegotiables. A nonnegotiable is a life principle or fundamentalaspiration that, if not honored or met, creates a deep sense of misalignment between whowe are and who we want to be. I stumbled on this concept when my seven-year-old sonasked me during dinner one evening, How come you never pick me up from school whileall my friends are picked up by their mothers? A knot formed in my stomach that lastedfor several weeks, until I nally understood why his remark impacted me so deeply. Whathe said violently contradicted a fundamental principle of mine: Being a good mother was amust for me, period.

    2. Identify your daily, weekly and monthly musts, by translating yournonnegotiables into practical applications. For example, if being a good mother is oneof my nonnegotiables, the practical daily manifestation of this is picking my son up fromschool each day.

    3. Keep your list visible at home and at your desk at work. Review it often.

    4. Share your personal work/life balance statement with key stakeholders in yourhome and work life.

    5. Be exible, but not at the expense of your nonnegotiables.

    Here is an example of a personal work/life balance statement:

    When I am traveling, I dont mind working nonstop and/or very late.

    I will avoid calls/meetings from 6:30 9:30 p.m.

    I will work after 9:30 p.m. if needed, but no more than three times per week.

    I will drive my kids to school in the morning. I will always keep all of my childrens and familys events in my calendar.

    I will limit work on weekends to Sunday evenings.

    I will review this mission statement on the rst day of each month. Where I am not meetingthe targets stated above I will log the reasons for this and make appropriate changes. I willinclude this as part of my regular one-on-one conversations with my manager.

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    not anticipated was that it wouldalso present a profound newset of work/life balance issuesthat would send me on a soul-searching expedition.

    Even if you have a strongbusiness plan and an extensive

    professional network, buildinga Leadership Coaching andconsulting practice takes time.Suddenly, I was not as busy asI used to be: I did not have tospend an hour or two processingemail every evening, nor didI have frequent 6 a.m. or 10p.m. calls. I could schedule adoctors appointment without

    juggling to t it in my scheduleand I could nally plan lunchdates with friends or businessconnections during the week.Although I genuinely enjoyedthis new exibility, I quicklystarted to judge myself as beingfar less efcient than I used to beaccording to my own standards. Idid not like my new laziness.

    Even more unsettling was thefeeling that the productivity skills Ihad developed and honed throughthe years were turning againstme, polluting nice moments withfeelings of guilt and unease, andmaking me question my ownworthiness. These feelings wouldwash over me when I oversleptin the morning, spent an hour ofmy day chatting on the phonewith my sister or watched anepisode of a favorite TV show afterdinner. In each of those instances,

    an unfriendly inner voice wouldremind me that I ought to bespending my time more wisely,perhaps by knocking a couple ofitems off my long to-do list.

    It took me time to realize that theissue was not my new schedulebut that the very same standardsthat I valued so much before werenow obsolete. My career change

    and consequent life changemandated that I review myfundamental relationship to time,my time-management habits andbeliefs, and my personal denitionof productivity. Essentially, Ineeded to redene what work/lifebalance meant for me.

    I already understood that ourneeds and wants evolve withtime: I had previously revisedmy personal work/life statementwhen I changed jobs, when I gavebirth to my second son and whenI moved to the United States withmy family eight years ago.

    But the change I wentthrough when I moved

    from being a corporateleader to a soloentrepreneur wason a much differentmagnitude and scalethan I had anticipated.

    As a result of this self-discovery journey, Ilearned that it is OK to hopon my elliptical trainer at 10a.m. or 3 p.m., and that there

    is no need to send a proposal at10 p.m. if Id prefer to watch amovie with my husband. I alsodiscovered that weekends are notsacred lands anymore: They doprovide time for productive work.

    I have learned to let go of theboundaries that I had built andstrived to abide by in order toachieve my earlier denition ofwork/life balance. They were no

    longer useful and were actuallystanding in my way.

    Work and play now integratein my life as a coach in a muchmore exible way. As a result,my new personal work/lifestatement is far less prescriptiveand far more fullling as itclosely aligns with the life I havechosen to embrace.

    This personal journey also taughtme a very important lesson that Iam nding useful in my leadershippractice. It is OK to let go of beliefs,practices and values that we usedto live byeven those that usedto dene uswhen we realizethey no longer serve us. And asimportantly, only we can decide itis time to let go, even if we becomeaware of the need to do so withthe support of a coach. It is part ofthat continuous growth journeywe are on as human beings.

    I have learned to letgo of the boundaries

    that I had built andstrived to abide byin order to achieve

    my earlier de nitionof work/life balance.They were no longer

    useful and wereactually standing in

    my way.

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    Increase your knowledge baseSubscribe to THE coaching magazine

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    acupressure technique that helpsrelieve anxiety and tension).

    E X P E R I E N C E I T :

    Recall a happy conversationthat you had recently witha loved one. Tune in to howthese memories impactyour overall state. If sensoryanchors help trigger yourmemories, listen to a song or

    nd a fragrance that evokeshappy memories.

    Moving Toward PermanenceIn our second session, I introduce

    John to the concept of a circle ofexcellence. I ask him to imaginea circle on the ground in front ofhim. He imagines a past experiencewhere he had great rapport andgood conversational state. Then,he steps into that state as he stepsinto the circle. He is right there, inthe moment. We do it again and thesecond time I ask him to add in anyother resource he needs (feelings,sensations, beliefs, information,

    visual cues, a metaphor). Now,when he steps into the circle, hisperformance state is heightened.

    We repeat this a few more timesuntil he is sure its all there andthen he tests its literal portabilityby doing the exercise in anotherroom. Finally, we test its potentialapplication to a scenario in thenear future; namely, the upcomingmeeting where he knows there will

    be a confrontation. John imaginesthe confrontation and, just beforehis stress level peaks, I invite him tostep into the circle. To his surprise,the stress dissolves. He is amazed athis own ability to make that happensimply by creating state changes.

    The next day, John is able to take hisnew high performance state to workwith him. There, he steps into it and

    handles the confrontation beautifully.It changes his con dence forever.

    Automating the Actions John now has a designer state anda corresponding set of actions(triggers) to access it. The more hepractices, the more routine this

    reaction to stress will become,running like an automated program.

    Research has shown that morethan 90 percent of our daily actionsare unconscious. This is a fabulousthing about being human. Wereable to take highly complex tasks,break them down, learn themsystematically like little programs,and then submerge them into theunconscious until they are triggered

    by our circumstance or environment. John has a new and improvedconfrontation program with ahigher performance state attachedto it. However, the applications ofthese state change techniques cango beyond workplace confrontationsto impact our clients overallwell-being. General practitionerLewis Walker, M.D., has appliedthe concept of building high

    performance states to collapse hispatients old response patterns,thereby improving their recovery.

    Looking Ahead John is now able to doconfrontation in the workplacebetter, but this one circle ofexcellence, built for di cultconversations, may not serve himwhen it comes to a making a boardpresentation or managing his teamsperformance. These situationscome with new triggers anddi erent embedded programs andcorresponding states. John will needto access di erent states to enhancehis performance in these situations.

    However, he can apply the samestrategies that he learned duringour coaching conversations, makingadjustments to his physical inputs

    and environment, tapping into fondmemories or mental processes,being aware of the biochemicalchanges, and creating a circle ofexcellence that he can step intowhen faced with a new professionalchallenges. Hell be able to carry

    these tools with him, long after ourcoaching relationship ends.

    As John begins applying thesenew strategies on his own, he alsodiscovers that our work together hashad other, more subtle, bene ts. Theemployees John works with observehis increased con dence and duringa sta meeting they ask how they cango about initiating the same changes

    in their own work lives. He brings thisquestion back to me, and I partnerwith him in creating a plan to payforward the bene ts of coachingby teaching the team leaders in hisdepartment exercises and actionablestrategies for enhancing their ownperformance through state change.Although he is not a coach himself,

    John is now a leader using coachingskills to support the performance ofhis team.

    As coaches working directly withexecutives and teamseachsteeped in their own, distinctiveorganizational cultureswe mustbe aware of the way unconsciousprograms re on environmental,sensory and physical triggers andcarry state with them. We aim tohelp our clients become more aware

    of their state and how it comes to be.We show them they can temporarilya ect their state at will and givethem tools to build more permanentchange to their internal programs. Ifthey learn to control their state theywill control the outcomes.

    *Name has been changed.

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    Persuasive PitchingSometimes, making a pitch to a roomful of organizational decisionmakers feels painless: Your audience is engaged, connected andclearly came to the meeting convinced of coachings bene ts. Afterhearing just a few of your clients case studies, theyre ready to takethe next step and begin negotiating a contract.Often, however, one or more audience members may broadcast reluctance, or evenoutright resistance. Perhaps they dont believe that coaching is the best investmentin their organizations talent. Maybe theyre prepared to invest in coaching, but arentcertain that youre the right coach for them. Regardless of its underlying cause, this

    reluctance is a roadblock standing between you and your goal of securing a newcustomer. In these situations, leveraging persuasive communication skills can make thedi erence between forging a fruitful business relationship and walking out the doorwithout the contract.

    As a coach, you let your clients take the lead, supporting them as they draw their ownconclusions and design actions that will help them reach their goals. As a persuasivecommunicator, however, youre tasked with directing your audience to take a speci caction or series of actions. While this may feel uncomfortable at rst, theres an array ofproven techniques you can adopt to communicate persuasively without feeling that youvecompromised your integrity.

    Juliet Huck Juliet is the CEO and Founder

    of Huck LLC, a rm thateducates and consults with

    successful executives and professionals on how human

    connection, the spoken wordand complicated facts can beintegrated into a compellingand persuasive story. She is

    the author of The Equationof Persuasion (Huck LLC,

    2014). Contact Juliet at [email protected] or


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    Coaching the Post-heroic LeaderThis is a tough time to be a leader. It is no longer enough to be charismatic, visionary anddecisive. Leaders today are asked to be inclusive, collaborative consensus-builders withhigh levels of emotional intelligence and self-awareness. As inhabitants of the C-suitebecome more diverse, the paradigm of patriarchy is crumbling. Industrial and socialpsychologists are observing the emergence of a new post-patriarchal, or post-heroic,breed of leadership that is democratic, empathetic and communitarian. LeadershipCoaches are tasked with supporting clients as they build this broader set of competencies.

    To support coaches in accomplishing this goal, I developed a framework for assessmentbased on recent research in nine speci c domains of leadership that represent shiftsfrom a pre- to post-heroic leadership landscape (see above). In this article, well take aquick tour of the nine shifts addressed in the assessment.

    Je rey W. Hull, Ph.D. Jeffrey is the director ofeducation and business

    development at the Instituteof Coaching, a HarvardMedical School afliate;

    a clinical instructor in psychology at Harvard

    Medical School; and adjunct professor of leadership at

    NYU. He has served formore than 20 years as acoach and consultant to

    hundreds of organizationsacross the U.S. and

    internationally, specializingin leadership development

    and organizational strategy,design and transformation.

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    become aware of hidden narrativesaround oppression, privilege, raceand gender; and evolve beyondmere tolerance to fully embracethe extraordinary community ofotherness represented by a globalwork force. By raising the bar onsocial awareness, leaders can notonly engender an environment ofrespect and support in which theirteam members can thrive, they cancall forth perhaps hitherto unknownreserves of creativity and insightfrom the most diverse pool of talentthe world has ever known.

    9. Teamwork toTeaming Knowledge-based teams are

    di erent. They do not alwaysoperate best when built aroundbounded structures with strictde nitions of whos in and whosout. They do not focus exclusivelyon beating the competition, toutingindividual stars, or promotingconformity and sameness. As AmyEdmondson at Harvard BusinessSchool writes, for knowledge-basedteams today, teaming is a verb. It

    is a dynamic activity, not a bounded,static entity Teaming blendsrelating to people, listening to otherpoints of view, coordinating actionsand making shared decisions.Leaders who wish to optimize teamdynamics today need to know howto do teaming, not team-building.

    Knowledge workers and millennialswith sought-after skills in business,engineering, science, math andmedicine are quick to move around,quick to move out and quick tonote if their team is functioningoptimally under a boss who gets it.If they feel stymied, unheard, overlystructured or micromanagedevenwith a leader who has the best ofintentionsthe likelihood of thatteam remaining in prime operatingmode for very long is small. Simplyput, a traditional, heroic leader may

    nd him or herself captain of aship without a crew.

    So for the emergent post-heroicleader, and his or her coach,the dilemma of teamwork isclear: How do I run the show,motivate the team and focus on

    the goal of winning if truly highperformance is determined by avery di erent set of organizationdynamics: permeability, exibility,collaboration and a willingness tofail and learn fast?

    It would appear that the tectonicplates of traditional leadershiptheory are adrift. Yet, in the midstof upheaval, there is also greatopportunity. Post-heroic leaders,who help employees expresstheir creativity and potential bylistening and guiding, rather thancommanding, will emerge withhigh-performing, dynamic andcreative teams. For coaches, thechallenge is to accelerate theshift: to listen, to support, andto coax from leaders greaterself-awareness, inclusiveness,empathy and a willingness toexperiment and take risks. Andwith tools like the one discussedhere, coaches can do even more,becoming a practical bridge tothe latest research and bringingscience out of the academy andinto the C-suite.

    Recommended ReadingCONTINUED...

    Teaming: HowOrganizations Learn,Innovate and Competein the KnowledgeEconomy , by AmyEdmondson (Jossey-

    Bass, 2012)

    True North: DiscoverYour AuthenticLeadership , by BillGeorge (Jossey-Bass,2007)

    Why We Do What WeDo: Understanding Self-Motivation, by EdwardL. Deci with RichardFlaste (reprint ed.,Penguin, 1996)

    Your Creative Brain:Seven Steps toMaximize Imagination,Productivity andInnovation in Your Life, by Shelley Carson(Jossey-Bass, 2012)

    For coaches, thechallenge is toaccelerate the shift: tolisten, to support, andto coax from leadersgreater self-awareness,inclusiveness, empathyand a willingness toexperiment andtake risks.

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    G l o b a l V i e w s

    What do you see as the greatest challengeof providing coaching in the organizationalsetting? What about the greatest joy?

    The greatest challenge for me is when youhave to work within a pre-agreed formula; forexample, o ering a set number of sessions orusing a company-wide psychometric tool. Forprocurement and budget purposes, businessesoften need to standardize what they o er their

    senior employees, but sometimes the individualneeds something di erenta quick call here,a face-to-face session there, a Skype call whenthey are traveling.

    The greatest joy is when the person you arecoaching has that aha moment when things fallinto place; they suddenly see through the mistand the way ahead is clear.

    Simon FosterUnited Kingdom

    ... when you have to work withina pre-agreed formula...

    32 Coaching World

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    In my experience, the biggest challenge for coachingwithin an organization is to stimulate enough interest inmanagement for them to take advantage of coaching as

    a resource. Once managers at various levels understandthe positive impact coaching can have in their respectiveteams, they become ambassadors, encouraging theirpeople to explore coaching and its bene ts. Coachingalso competes for visibility and sponsorship withother important methods for developing people;too often they are seen as alternative, rather thancomplementary, approaches.

    Despite that, it is a real pleasure to coach within anorganization. The reward comes from clients, who arealso my colleagues, expressing their gratitude for theawareness and energy their coaching journey generates.Their feedback, their smile and the determination withwhich they overcome their obstacles after a di cultperiod de nitely make my day, besides my regular job(and isnt my job to coach people anyway?).

    ... to stimulate enoughinterest in management forthem to take advantage ofcoaching as a resource.

    Nowadays society is constantly moving, and this a ectscompanies daily business.

    In this context, the greatest challenge of providingcoaching in the organizational setting is dealing withthe constant change of priorities and objectives as an

    adaptation to the external environment. If in the middleof a coaching process, the companys priorities changeand we need to restart or adapt to new guidelines,there can be a negative impact on teams andindividuals motivation and progress.

    In my career, my greatest joy is to see improvementshappening. When the coaching process is nished, itfeels amazing to nd that I really helped an individualor team to achieve better performance, and at thesame time, that the client developed personally and

    professionally during the process.

    Ana CarolinaPenedoPortugal

    ... dealing with theconstant change of prioritiesand objectives ...

    Paolo Cinelli,ACCNetherlands

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    Viorel Apetrei, PCCBucharest, Romania

    34 Coaching World

    ... I dare to hopethat coaches createa better world by

    improving the qualityof life, thoughts andactions, one clientat a time.

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    Not Only Learning,But BecomingI used to be a trainer who asked a lot of questions. I was

    always challenging participants, asking them for the best

    solutions and plans for change. Some people called thisstyle motivational and others considered it irritational.

    Looking back, I guess I was pushed into coaching clients

    by how energized I felt by their achievements. Unveiling

    new perspectives and contributing to clients progress

    and transformation was so meaningful and satisfying. In

    my bravest dreams, I dare to hope that coaches create a

    better world by improving quality of life, thoughts and

    actions, one client at a time.

    I liked coaching more and more after deciding to treat it

    as a serious project by completing ICF-accredited coach-

    specic training, dedicating serious time to study and

    practice, and pursuing an ICF Credential. The process

    helped me grow as a professional coach and as a person.

    The coaching profession also brings a new lifestyle. I

    am still working hard, but in a different way. Im able to

    coach my clients via remote sessions on Skype or face-

    to-face by a re on the beach. This exibility supports

    me in pursuing my hobbies: running marathon races

    and teaching scuba diving in some of the most beautiful

    marine paradises. In fact, the congratulatory email

    notifying me that Id earned my PCC Credentialone of

    my top personal and professional achievementsreached

    me on the boat, as I was between two exciting dives.

    It took me some time to understand the difference

    between learning how to coach and being a coach. Its

    mostly about the openness to accept responsibility,

    curiosity, living life with passion and real listening, in

    everything you do, in what you are.

    Viorel Apetrei, PCC

    The CoachQuestionnaire

    Number of years coaching: Six

    Favorite powerful question: Every session is di erent: Clients can bechallenged to think, be themselves ormove forward in many di erent ways,knowing the previous experiences orsimply based on intuition. One of themost e ective questions is, How doyou feel about doing what you do nowfor the rest of your life? Sometimes, therole of the coach is to unveil internalmotivation; therefore, a powerfulquestion, such as, Who are you whenyoure facing this challenge? mightpush the right button.

    Favorite quotations:The truth is always good news.Thomas Leonard

    Advice for fellow coaches:Start working as soon as possible:Dont wait until you know it all andhave graduated from every possibleprogram. You will learn a lot more bycoaching than reading about coaching.Focus on real listening and authenticpresence; the rest will emerge at theright moment.

  • 8/9/2019 Coaching World Issue 12_ November 2014


    More than 15,000 coaches have participated in one of ICFs threecredentialing programs, gaining coaching expertise and professionalful llment. Learn how an ICF Credential can bene t your coaching

    Once I got on that [PCC]pathway I realized thatthere is so much moreto learn and it gave me alot of self-con dence inmy coaching skills. ... itsreally important for us tostay in our professionaldevelopment and the

    credentialing pathwayenables us to do that.