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Understanding Creativity in its true sense

International Coaching News - The Maiden Issue

Magazine

Issue 01 . Volume 1

Understanding Coaching in its truest essence

ICN MAIDEN ISSUE

11 TRUTHS
about COACHING
what is

COACHING?

HOW CAN YOU MAKE A

DIAMOND
COACHING DEFINED

SPARKLE more? SPARKLE Coaching Model HAPPILY EVER AFTER

Truth or Myth? Nine TIPS about becoming a SUCCESSFUL Coach Happily ever after Coach?

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June / July 2011 Issue 01

Magazine
June / July 2011 Issue 01

Understanding Creativity in its true sense

The No. 1 Life & Business Coaching Magazine

ICN Online Magazine

ICN Magazine
Editors
EDITOR IN CHIEF Shariza Signe SENIOR GRAPHIC DESIGNER Verge Gamotan Jr CONTRIBUTORS Christine Charles nextstepcoaching.co.uk Frank Bresser Denisa Alexa Dawn Campbell dawncampbellholistichealth.eu Vali Cojocaru noble-partners.com Jayne Warrilow jaynewarrilow.com Magda Niculescu riseandshinecoach.com Laura Komocsin businesscoach.hu Andrea Szabados a-coaching.hu

Note
International Coaching News publishes articles about life and business coaching. It is initiated by Noble Manhattan Coaching, Ltd, the longest established company that trains Life Coaches and Executive Coaches in the world. We need articles that embrace the development of life and business coaching. Each issue published by ICN is based on a specific theme that embodies the whole world of coaching.

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WHAT IS COACHING?
Coaching defined.

Knowing the difference between the two.

COUNSELLING AND COACHING

CONTENTS

Connecting with your Purpose.......................... 04-05

Counselling and Coaching, whats the difference?

What can a Coach do for me?............................. 06-07

What is the challenge you are currently confronting with?

20

Client Organizations deep dive analysis

COACHING CULTURE

Coaching Along....................................................... 08-09

A coach does for the mind what a personal trainer does for the body

What is Coaching?...................................................12-19
Are Mentoring and Coaching the same?

Creating a Coaching Culture...............................20-25

The THEME of our first issue will mainly talk about an overview of coaching. This would basically include definition, classes, types, pros and cons, difference from mentoring, therapy and counselling. It would also inform our readers why coaching is important and its effect on individuals, groups or businesses.

How to Influence the Development of Coaching Cultures within Client Organizations

The 10 Key Success Factors for the effective use of Coaching in Organisations..................................26-27

26

Reexamine the ways to become effective coach

SUCCESS FACTORS

What makes coaching excel and produce the desired benefits in business?

Happily Ever After...................................................28-29

Truth or myth? 9 tips about becoming a successful coach

How can you make a diamond sparkle more? 30-34

Coaching Model - SPARKLE
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32

Sparkle model defined

SPARKLE MODEL

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CONNECTING with your PURPOSE

by Christine Charles
Coaching, what is it? Thats certainly the question I was asking almost a decade ago whilst searching for my purpose in life. I always knew that I wanted to help others but didnt know what that would look like, so I happily bumbled along in life until the point of questioning myself and life. At the time my answer was to run away and go travelling. Running away never answers questions - as I discovered later! I stumbled upon a book by Tony Robbins called Awaken The Giant Within, this was a turning point in my life, I started to connect with myself & a deeper level not quite understanding what was happening and took courage to seek out help in the form of counselling, it was within the first 30 minutes of my first and only counselling session that the councillor suggested I seek coaching rather than counselling, at the time I found myself asking whats the difference?

Slowly but surely I started to understand why certain relationships in my life werent healthy and what was lacking, nine times out of ten it was bad communication. I adjusted my behaviour and worked hard at it. My mother once said you cant change others, and you must never try to, you can however change yourself I was about 14 when she told me this and I recall thinking yeah yeah, whatever now this came to bite me! It has taken me 8 years to learn and grow and I am still doing that and shall continue to until the day I die, Coaching for me is not just a vocation, its a way of connecting to myself, others and the world, its my way of making a difference no matter how small or big. I recently attended a seminar about selling whenever this word was mentioned I noticed the reaction of some of the delegates, they either cringed or became excited, the speaker; Joanna Martin, talked about connecting with your purpose, she explained that if you dont connect with your work then youre missing the passion you need to be able to sell your product which ultimately can impact how many sales you get, from personal experience it can also de-motivate you. This seminar really helped me to refresh my connection for coaching; it reminded me why I got into coaching in the first place acknowledging my personal journey thus far. Connecting with your purpose in life, no matter what field you are in is really powerful, you really hone in on why you are doing what you are, this releases emotions which either make you realize you need to re-evaluate or confirm why youre in it.

COUNSELLING and COACHING, whats the difference?

I now know having been coached and having coached others what the difference is between counselling & coaching, for the benefit of those who are at the stage that I was, counselling looks at your past, whereas coaching looks at your present and where you want to get to in the future. It wasnt until Id had some coaching that I connected with my purpose, I needed to help others reach their future by supporting them to achieve their goals. Coaching has helped me transform my life and now I support others in transforming theirs, coaching taught me how to listen, how to communicate effectively, how to question, how to build rapport & it added to my yearning to learn more about human potential & development, I enlisted on more self-development courses such as NLP & DISC.
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Here are a few simple questions that I use to connect with my purpose:
Why am I doing this? What am I uncomfortable doing and why? What am I comfortable doing and why? What am I gaining out of this? How am I helping others?
The answers change your perspective on the spot, so today I leave you with a thought;

Whats your purpose and are you connecting with it?

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By Denisa Alexa

Listens.

What can a
his is a key question in understanding the T role of a coach. The challenge can be on a personal or professional level. It can be about
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COACH do for me?

Questions.

What is the challenge you are currently confronting with?

psychologists out there taking care of it, anyway). A coach is not going to tell you what to do and how to do it as if you dont have you and your lover (or the search for one), you the ability, intelligence and the gift to figure it and your boss, your colleagues and your career out for yourself (consultants might be better (or the lack of it), your money, self- confidence placed for that) . or creating harmonious relationships in your life. With all these challenges, a coach can help. A coach is a partner who very much believes in you, your creativity, your resources, your dreams, ambitions and aspirations. coach is not going to ask you why that He understands that you can feel stuck at challenge occurred. Nor is he going to times and that, as Einstein puts it, problems analyze your childhood stories which might cannot be solved by the level of awareness justify pretty much all the bad (or good) stuff that created them. A coach can therefore happening to you today (there are enough

support you in finding different angles to tackle challenges. He can help you access a different level of awareness where new perspectives unfold, where changes can happen and real solutions occur. In order to achieve that, a coach truly listens to you, asks effective questions, creates a space where you can feel safe, where you can open up and focus on what really matters to you. There you can find the solutions which better reflect your true, authentic self.

o, a coach proposes you a journey. On the S way, you might dare live your true potential to the max, be successful and have the life you deserve.

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COAC H I N G

along

by Dawn Campbell

A coach does for the mind what a personal trainer does for the body

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earing qualification, student coaches are needs and expectations of clients. advised to coach in either the field they know s a master coach specialising in health, Im ow an established health coach and living honoured to support clients achieve better best, or are most passionate about. My expertise foods practitioner, I offer clients a wider range was business. Therefore, I began coaching startresults with both their mind and their bodys. of holistic support. Responding to clients needs ups and small businesses to flourish. for 1-2-1 tailored retreats and group workshops few years later having made the successful means Ive merged my idyllic homestead with oing back over a decade, I admit the coaching transition from coaching part-time to full- my business. profession found me rather than the other time, the opportunity arose to relocate from the hat business has evolved into something way around. During training I heard many UK to France. Relocating made me re-evaluate quite special and unique. Thats the beauty definitions of coaching, one of my favourites is my coaching skills. This time I decided to coach Coaching is about moving from uncertainty and in a field I was passionate about which meant re- of creating my own coaching practice. Im free to merge and use my skill set to suit the different self-doubt into certainty and self-belief. Fiona training. types of work I enjoy doing. Harrold. I also learnt how to distinguish coaching ince then Ive become a perpetual student in from my other people skills. Consequently, I all things holistic and health related. Its been adore coaching because its future orientated discovered that while my sales management role therefore, by definition its about empowerment meant I was training and mentoring teams, I was important to diversify and expand my tool kit of skills. Not least because of the global financial and achieving positive results. I also love actually coaching them too, albeit intuitively. situation being what it is today, but to ensure I mentoring Noble Manhattan students which is continue attracting and meeting the individual about guiding them to become the great coaches they aspire to.

N T

ikewise, my passion for providing perfect retreats and training workshops means I educate, encourage and empower clients to develop healthier life styles. In addition, I enjoy being able to pay it forward and be a volunteer trainer for Cancer Support France. f course the main downside to being freelance is quite simply if we dont work, we dont get paid. Hence, its important to build a global like-minded database to network with. Also to be prepared to diversify into joint ventures whenever the opportunity arises. Like me, just this month Ive added something new to my repertoire so am co-authoring a book titled Breaking Free: Overcoming Self-Sabotage something the majority of us know a lot about!
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Magazine
June / July 2011 Issue 01

Understanding Creativity in its true sense

Understanding Creativity in its true sense June / July 2011 Issue 01

Magazine

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ICN Online Magazine

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The No. 1 Life & Business Coaching Magazine

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what is
I

COACHING?
by Vali Cojocaru
Full page the white border edge n ancient timeslayout without oaching today ife Coaching Kings and often is essentially life coach is businessmen divided into two someone who consulted monks categories: can help you create and cardinals before ife coaching & a more fulfilling life taking crucial by: decisions. These xecutive monks were the coaching Assisting you original coaches in gaining clarity people who were While the about your purpose, seen as equals underlying ambition and and sometimes philosophy for both aspirations. even superiors forms is the same in terms of their - helping people Allowing you intellect. Coaching achieve a shift in to uncover your has evolved since consciousness, so potential so that then and today that they can adopt you can realize your coaches are seen as new and productive goals and vision. partners that can ideas/beliefs; there help us uncover our Finding the are certain key potential, facilitate passion and differences between life transitions and motivation to work the two. act as our personal towards your goals sounding boards. persistently.

L E

L A

eople usually engage a life coach to deepen self-awareness and work towards their personal goals. There are two models of life coaching: Individual and Group. While, the former obviously involves a customized approach and in-depth self-development work, the latter is usually recommended for those who want a taste of what coaching can offer, and are comfortable with working on their life challenges with a group of people that share their coaching needs.

Executive Coaching
Executive coaching is rapidly gaining popularity in the corporate world. According to Harvard business review, most companies today are engaging coaches to develop the capabilities of high potential performers. HBR (Harvard Business Review) conducted a survey of 140 leading coaches, and also noted that the HR departments of organizations and the management have all become extensively involved in coaching and tracking its progress.* Executive coaching programs are conducted on two basic models: Individual or Group. The former is usually the preferred model for coaching high performers and in situations where confidentiality is essential. Group coaching, on other hand, is usually recommended for teams grappling with common development issues. Individuals or organizations that do not wish to engage a full-time coach, usually explore options like spot coaching and coaching workshops. Spot coaching is an apt solution for those who find themselves stuck literally in a spot and need coaching and guidance to get moving again. Coaching workshops, on the other hand, is another version of group coaching that and is focused on working towards one or two pre-determined issues. For example, an organization may engage a coach for a time-management workshop to help their employees become more productive and efficient.

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Coaching is not a miracle solution for personal or professional challenges. However, it can certainly help you create miracles by tapping into your own hidden potential and power. Coaching in all firms work with the core belief that each one of us is capable of achieving whatever we set our minds to, the key lies in discovering our passion, motivation and unlimited potential.
Are Corporate Coaching Programs Worth It?

Constant self-development is the key to success in any career, for those in management even more so. In fact according to the 2010 Personnel Today report, in the next 10 years we will be seeing coaching departments in companies. These departments would be given the task of managing learning and development activities and will have a Chief Learning Officer at the helm of affairs. The CLO will have a place on the board. Corporate coaching thus appears to have become an important skill enhancement tool that is fast gaining acceptance and importance across the corporate spectrum. The development is hardly surprising, considering the kind of results corporate coaching programs have shown. According to ICFs (International Coaching Federation) 2009 research study conducted by Price Waterhouse and the Association Resource Centre Inc., 90% of those surveyed reported positive gains in the areas of motivation, self-esteem and confidence. More recently, a 2011 QA Research (UK) reported that 80% of the organizations they surveyed are now using coaching. In addition to that 95% of the companies surveyed believed that coaching offered benefits to the organization.*

Corporate coaching thus appears to have become an important skill enhancement tool that is fast gaining acceptance and importance across the corporate spectrum

*Source: http://hbr.org/2009/01/whatcan-coaches-do-for-you/ar/1 Corporate coaching programs generally involve confidential weekly sessions, either with individual employees, or with a group of employees with similar coaching needs. The first session of most coaching programs is about goal setting. The coach and employee usually set two to three goals to work towards; out of these at least one is a personal goal. For example, corporate coaching for a sales manager may involve the following goals: * Increase sales by x% in y months * Improve communication and develop a better sense of team spirit in my department Manage personal and professional stress better Once the goals are decided, the employees are coached extensively during a predecided time frame. The coach and the employees track the progress regularly. Based on the results, the organization may or may not decide to renew the coaching contract. The payment policy for coaching varies from organization to organization. Some companies foot the entire bill, whereas in others, employees are expected to pay a certain percentage of the total fee.
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How does corporate coaching work?

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should COACHING be done In-house?

There is some debate about whether coaching should be done in-house. While the practice of developing a coaching culture in the organization offers several benefits, including more sensitivity to the organizations culture and unspoken rules, easier availability/ accessibility, better rapport building between the coach (manager) and employees, and creating role models for the employees within the organization, etc.

Galileos words hold the essence of what coaching is. Training, mentoring, and counseling are all different words that people tend to associate coaching with. None of these, however, aptly describe it.

S O, W H AT I S C O A C H I N G ?
Coaching is essentially a partnership between two people, wherein the coach helps the client create a more fulfilling life. The whole process is based on sharing of experiences and knowledge.

You can only help them discover it within themselves.

---Galileo

You cannot teach humans anything.

However, the challenge here is that the organization will have to arrange for consistent training and development of its in-house coaches.
Hiring external coaches, on the other hand, is considered more useful for training senior management and in situations where sensitive feedback may have to be shared with the board. Moreover, external coaches bring greater specialization and a wider experience to the table. Seeing the different benefits that both in-house and external coaching offer, many organizations often choose a combination of both, i.e. they employ their own team of trained Internal coaches and hire external coaches for additional support and training.

IT S LIKE TRAINING, IS IT??

No, it isnt. Unlike training, the focus here is not teaching specific skills to the client, but facilitating their thinking so that they can imbibe new ideas, make powerful choices and choose new attitudes and perspectives. In essence, the outlook of a coaching program is broader than mere training.

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Visualising a totally different perspective layout

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How different is coaching from counselling?

Counselling is another word that often gets mixed up with coaching. The key point of difference here is that counselling begins with a problem and the focus of coaching is achieving certain goals. While your coach may counsel you occasionally, what you have to remember is that it isnt his/her only job. The idea of coaching is to empower you to deal with your problems and challenges on your own. Moreover, coaching is a continuous process, unlike counselling, which is need based.

How can coaching help?

Are Mentoring and Coaching the Same? How different is coaching from counselling? How can coaching help?

Coaching can help you uncover your true potential, become more self-aware and enhance the overall quality of your life. The underlying philosophy of coaching is that each one of us is capable of building the life that we desire, all that we need to do is to take the blinders off and see the vast ocean of possibilities that we can explore. To be more specific, coaching can help us in the following key areas: Navigate critical life situations with ease Enhance our people skills Uncover your value system Overcome the barriers of conditioning to discard limiting beliefs Choose new ideas and beliefs that can help you create the life you want Help you discover your latent/hidden passion Clear your mind so that you can sort your priorities and realize what you really want All of us desire to lead more meaningful lives, while coaching cannot magically create that life for us, it offers us the tools to create one. Coaching, thus, is all about empowering yourself to devise a roadmap to a successful life.

Are Mentoring and Coaching the Same?

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A lot of people often get confused between coaching and mentoring as well. There is, however, a key difference the mentor and the protg are not equals in the relationship. To give you an example, if you decided to work with a coach to improve your attitude towards success and money, you would be sharing your experiences with the coach and he/she would help you view your ideas from a different perspective. The focus will be on helping you evolve by working towards your goal together. A mentor protg relationship on the other hand, would involve learning from the mentors experiences. In this case your mentor would be your guide and advisor, not a partner.

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CREATING A

Jayne Warrilows

What is a coaching culture?

Firstly when you first begin to open the conversation with a potential coaching client, it can help to define the process of coaching itself, as an integrated development process which helps individuals to grow through the setting and achievement of goals - goals in which they believe passionately, both personally and professionally. You can then talk about tapping into the individuals unique experience, talents, and wisdom, coaxing out improvements, be it a new product, a new way of doing business, or a new way of interacting with and leading others. Simply put, coaching enables the individual to fulfill their potential, and a coaching culture enables the organization to do the same. A culture of coaching is a culture of leadership, one that brings out the best in people. It is a culture that challenges people to continually grow, to search for new answers and new perspectives. It is a culture of high engagement and positively focused energy. It enables individuals to step back from the routines of their daily activity and identify new solutions to those insurmountable problems which can often be challenging to even acknowledge. A coaching culture is a constantly evolving and dynamic culture where learning and development is embraced as the norm, and all individuals understand and actively engage in their contribution to achieving the organizations goals. In recent CIPD research in the UK, Clutterbuck and Megginson describe a coaching culture as one where coaching is the predominant style of managing and working together and where commitment to improving the organization is embedded in a parallel commitment to improving the people. You will know your clients have a coaching culture when:

Personal growth, team development and organizational learning are integrated within the organization Learning and Development Strategy is fully aligned with the organizations strategic objectives Coaching is considered a positive development opportunity rather than a remedial intervention Coaching is seen as a joint responsibility between managers and their direct reports Individuals are recognized and rewarded for knowledgesharing and developing others Individuals are able to engage in constructive and positive confrontation Feedback is welcomed (even in the Senior Team) and actively sought for continuous improvement There is good understanding at all levels about effective coaching, roles and responsibilities There are strong role models for excellence in coaching practice Time for reflection is valued There are effective mechanisms for identifying and addressing barriers to learning

Coaching Culture
How to Influence the Development of Coaching Cultures within Client Organizations
As coaches we have a powerful influence on our clients and the organizations in which they work. The coaching profession is evolving and in our fast paced, highly technological world we can add value by introducing our clients to the most potent organizational change process for creating a high performance culture. An organizations culture can exert a powerful influence on business performance. By culture we mean the organizations unwritten rules, values, norms, behaviors and other practices that collectively define how work gets done in the organization and how business strategies and goals are achieved. Many organizations have attempted to change their culture in order to better meet demands for improved performance and talent management in a complex, diverse and global business environment. Leading organizations worldwide now harness the benefits of using executive coaching both externally and internally to assist leaders in their personal and professional development. Developing a coaching culture is a very real proposition for many organizations, but few ever understand or are aware that they have the intellectual capability within their own ranks to achieve their potential. Simply stated, most organizations fail to recognize that they could have a team of elite coaches to be called upon to take their organization to the next level. And this is only one benefit of developing a coaching culture within your clients organization. It is true that the average organization fails to capitalize on the knowledge, experience and skills of its people, placing too much emphasis on the high-flyer, or identified talent within the organization to the detriment of the majority of people within their business. Implementing a coaching culture enables your client to empower their workforce, harnessing the skills and talents of individuals at all levels within the organization to offer a consistent and stable form of development for the organization.
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The stark reality is that even where coach training has been of a high quality, most managers put very little effort into coaching when the training is not fully aligned with culture change initiatives. Even though the company may have provided coaching skills training, unless there is a robust coaching culture, there will be very little overall impact on the performance of the business, on retention of talent, or on the achievement of strategic goals. The transition from the coaching skills workshop into taking action back on the job can prove challenging and must not be ignored within the design process.

Strategies to achieve a coaching culture within your clients organization

There are many options for achieving a coaching culture within your clients organization, however there is no ONE right way to do it. No two organizations are the same, so the key to your success lies in defining the right way forward for YOUR particular organization. You must always start from exactly where you are which often means defining your clients current organizational reality. This is a necessary prerequisite before you begin any process design as it not only gives a clear assessment of current metrics, leadership and culture to benchmark results against in the future but it also enables you to design an implementation plan which is fully integrated into the organizations business and L&D objectives. A robust process where improvements can be captured, implemented and rewarded. Our experience at Jayne Warrilow International LLC suggests that merely implementing coaching skills training throughout the organization and making coaching available to employees is not enough to create a coaching culture. As with any cultural change program it requires a serious commitment from the organization and a high level of engagement from the Senior Executive Team.

Here are some points to be considered when in the early stages of design; they will not all be relevant to your client organization but are worthy of discussion in the early stages:

Clearly DEFINE COACHING within the business.

01

emember coaching is not necessarily confined to oneon-one face-to-face interactions, there are many methods of delivery (telephone, internet) and you can utilize group, team and action learning methodologies.

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SEED the organization with leaders and managers who can role-model excellence in coaching.

02

ust running a training course isnt enough. Managers need to put what they have learned into practice. Initial training needs to be reinforced with opportunities to review each coaching session and to reflect upon feedback from the coachee. Good practice typically involves either follow up group sessions or the use of a master coach to sit in on coaching sessions and provide immediate feedback. Supervision needs to be considered for quality control.

eveloping strategies to change a companys culture soon leads to confronting the issue of scale and globalization. Specifically, how can a sufficient number of people in the organization gain the learning experiences they need in order to initiate, grow and sustain culture change? How will you approach issues of cross cultural coaching? The solutions here lie in selecting the right people, investing in their development and positioning them as role models for the new coaching culture. In turn, as these people coach others, those who are coached will place special emphasis on utilizing and improving their own coaching capabilities. Many organizations opt for creating a cascading effect using leaders as role models and providing them with coaching skills training. Others define an internal cadre of elite coaches who are positioned across the organization for maximum effect. Either approach ensures maximum return on investment and leverages scale to an advantage.

ur master coach programs last a year and aim to equip these internal managers and HR professionals with a wide enough experience of coaching and related developmental approaches to tackle most problems they may encounter, both as coaches in their own right and in helping other managers grow in coaching skills. As a group, they also provide a valuable resource of experience to support each other and less experienced coaches. The core process is action learning participants share the learning burden and explore issues together in a series of one-day meetings. There are also opportunities for contributions of knowledge from outside experts. At the end of the program, they have the confidence and competence to act as real champions for coaching.

LINK COACHING 07 outcomes to the business.

Coach senior 09 leadership teams in creating culture change. ur experience has been that this can make all the difference to the outcomes of any cultural development. Senior leadership teams whose members focus on providing each other timely feedback, learning together and building upon their interdependent strengths typically show greater capacity to achieve organizational improvement than teams who do not follow these practices.

Integration of coaching 11 modules into the leadership strategy. rganizations that are O committed to creating a coaching culture go one step

t is essential to bridge the gap I between the importance and O effectiveness of demonstrating the business value of coaching and linking coaching outcomes to business objectives. Any coaching needs to be fully integrated into the business strategy and the L&D initiatives.

Providing an 04 ADVANCED COACHING Skills program for

he more senior a manager is, the more important it is that they coach well the costs of mistakes and lost talent rise exponentially the higher up the organization one goes. An Advanced Coaching Skills program builds on the existing knowledge and competence of the manager, providing a range of techniques and approaches that broaden his or her portfolio of responses. In some cases, a whole day is devoted to practicing these techniques, with expert feedback to each pair from a master coach, who observes them.

Senior Managers.

of coaches is 06 Choice critical to SUCCESS

f coaching is to become a dominant element of the culture, then the choice of coaches is critical. Focusing on encouraging those who are high performers sends clear signals to the rest of the business. One would expect that top performers have been fast tracked (as a direct result of their achievements), and this communicates the message that specific focused behaviors are encouraged and rewarded. It is also important to focus on those who have promise as new shoots who may not have the experience but do have the willingness and confidence to be included in this team. You need to decide what will identify a good choice of coach within your organization. Some critics may see some approaches as elitist, or you may prefer the counter argument about defining, retaining and refusing to dilute standards of high performance. Whatever your decision it should facilitate the achievement of goals and convey clearly how the culture will evolve.

Identifying cultural 08 and systems barriers to developmental behaviors.

he excuses managers give for not devoting sufficient time to coaching or to encouraging coaching between members of the team are many. Top of the list is usually inadequate time. Much can be achieved by helping managers develop better prioritizing skills, general time management and establishing regular and sacrosanct periods of reflective space. Other barriers to coaching behavior are often more subtle for example, a general reluctance to address difficult behavioral issues, or to admit to weaknesses. Initial research to establish these common barriers can prove invaluable. From this understanding, it is possible to conduct educational and motivational campaigns and to coach managers to overcome their own specific barriers.

further, and integrate coaching modules into their leadership development programs. It is essential to analyze the curriculum for leadership development and work with HR, the training division and other trainers to ensure a wellintegrated approach so that the leaders of an organization are able to adapt to a coaching mindset. In addition, some members of the organization may become fully qualified coaches themselves. However, roles and responsibilities of internal and external coaches need to be clearly defined. In our experience, the Senior Executive team remains best served by external coaches.

Ensuring that top 10 management provides strong, positive role models. enior management can S choose to be coached by a professional external resource,

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03

ENSURE that all managers have at least the basic skills of coaching.

05

Developing a cadre of MASTER COACHES

by a peer, or by someone more junior, who can educate them in other perspectives. This can be especially useful when the coach comes from a different gender or racial origin to ensure a wider understanding of the implications affecting coaches within the organization but also to enable senior management to become fully engaged with the benefits of coaching from a personal perspective. A positive example from the top is critical. Unless people see that top managers are investing in their own development and in coaching others, their own motivation will inevitably be muted.

Measuring and 12 providing feedback on the quality, relevance and accessibility of coaching. Its important to have a clear . picture of what coaching is happening and how effective

it is, especially from the perspective of the coachee. Identifying pockets of good and poor practice allows for remedial action. Coaching supervision needs to be considered as a process to sustain quality and high performance of individual coaches.

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nstitutionalizing the Ifor culture change is critical sustainability. Coaching

The No. 1 Life & Business Coaching Magazine

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approaches and behaviors must be integrated with the appropriate people processes so that these become a natural way of doing business.

15

Integrate coaching with other peoplemanagement processes including Learning and Development, jobcompetency and talent/ knowledge management processes.

Measuring the overall 17 success of coaching culture implementation.

13

Recognize and reward coaching culture behaviors.

nce any behavior O change kicks in, it is 14 important to reinforce the change to increase its sustainability. If managers who do not coach or invest significant effort in developing others still receive promotions and high rewards, it sends a very negative message. Some organizations are now making developmental performance an integral part of their succession planning and annual bonus systems.

EQUIPPING all employees with the skills to be coached effectively.

t the beginning of implementation individuals will be seeking levels of trust within the process. They will form perceptions of the overall supportiveness of the organization towards this development activity. Communication is critical, as is identifying measures which can act as a broad benchmark of progress towards a coaching culture.

urrent research indicates that coaching works best when the coachee is both a willing and an informed participant. The more the coachee understands about the coaching process, the easier it is to help the coach help them. or example, effective coachees learn how to phrase questions in ways that will elicit the kind of help they want. Greater impact can also be gained by regarding coaching as a team activity (most coaching is actually done by peers, not superiors, anyway) and engaging the whole team in learning how to make coaching a day to day activity.

16

16. Providing opportunities to review good coaching practice.

Coaching flows in all directions up, down and laterally.

19

ringing coaches of all B levels of experience together from time to time helps to spread good practice and remind people of what is expected of them. This is particularly true around the time of annual appraisal. A coaching practice review can help managers prepare direct reports more effectively for their appraisal, and extract much greater value from it.

or a coaching culture to exist coaching needs to flow in all directions, making a networked web across the organization consisting of many connections between people in the same departments, across departments, between teams, up and down across the hierarchy. stablishing a coaching E culture requires a much more concentrated,

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18

The need for a coherent approach.

integrated approach than most companies initially realize. For real change to happen, managers need a progressive level of skills improvement, just-intime sources of advice, pressure from coachees, positive role models and a supportive learning environment.

The organization has a common coaching practice and language. any organizations use the GROW model of coaching as their basis of implementation. As a model it can be expanded to fit the organization culture clearly defining coaching practice, methods of practice, rules of engagement, even how to organize and conduct a coaching conversation. A singular approach and methodology enables a shared understanding of HOW to coach. It is essential to unpack the confusion which can arise around WHAT coaching is, WHEN to coach, WHEN NOT to and HOW TO WORK OUT the difference coaching is making to performance.

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Magazine
June / July 2011 Issue 01

Understanding Creativity in its true sense

by Frank Bresser

The 10 Key Success Factors for the effective use of Coaching in Organisations
Coaching is one of the fastest growing business phenomena in the world and is increasingly used as a business tool and becoming ingrained into organisational life.
Frank Bresser Consulting were the first to define the design, implementation and optimization of coaching programmes in companies as a distinct discipline and have developed a comprehensive set of management tools for the effective planning and realisation of coaching initiatives in business. The most basic and most well-known one is the 10 Key Success Factors Framework for the optimal use of coaching in organisations (Management Tool 1), which can be considered as a must know for everybody actively involved in coaching programmes today. Its earliest version was initially developed in 2005, and it has since continuously been further tested, refined and optimized. According to this tool, managers and directors responsible for the design, implementation and optimization of coaching initiatives, need to have the following ten key success factors in mind for coaching in organisations to be successful:

1. Develop a company-specific understanding of coaching. 2. Adopt a systematic approach. 3. Choose an adequate level of organisational penetration of coaching.
ii There are two main

Companies have started to think through their coaching programmes in a more systematic way and to tailor their coaching initiatives more and more to their specific context and business strategy.

4. Involve the top.

In addition, there are underlying factors that have impact on the application of all above key success factors and thus form some kind of their underlying base:

5. Promote coaching ways of making use as a positive developmental tool. 6. Create an optimal win-win value for all factors framework: on stakeholders. the one hand, it may
of the 10 key success

A. Consider the cultural dimension. B. See the use of coaching as a continuous learning process. C. Build coaching programme implementation and improvement intelligence.

serve you as a consistency central 7. Achieve full of coaching with business strategy. thread and starting point to plan, design 8. Ensure complete transparency of the whole and implement new coaching concept.

Accordingly, you find an increasing number of great coaching success stories in enterprises today. But what makes coaching excel and produce the desired benefits in business?
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9. Evaluate effectively and carefully. 10. Ensure high integrity and quality at all levels.

coaching programmes.

ii There are two main ways of making use of the 10 key success factors framework:

on the one hand, it may serve you as a central thread and starting point to plan, design and implement new coaching programmes. On the other hand, you may use it as a measure and means to review and optimize existing coaching initiatives. Either way, you will find it an invaluable tool to support achieving outstanding results through coaching.

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The No. 1 Life & Business Coaching Magazine

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Happily
Ever After
by Magda Niculescu

c. This may surprise you: No, having an overly-engineered (SEO-ed and all) web-site and using social media does not constitute the nutsand-bolts of coaching marketing. And just how much web-traffic and Likes are enough for you? And how many result in actual clients? Also, talking about who you are, what you know, your certifications and your diplomas does not really serve the client. The basics of marketing and sales of any service and particularly of coaching is serving people, adding value, being of real use to clients. Being in a meaningful conversation serves him. Inviting people to have conversations and actually have those impactful conversations will ultimately result in getting clients. One of my mentors, Steve Chandler said: Dont ask a prospect to start working with you. Ask him/her to continue working with you. Meaning, you should have served your prospect already and blown him/her away with the results. A satisfied client will do the marketing for you - by praising you around and getting you referrals. 3. Walk the talk, have an inspiring life and be an inspiring person yourself first. a. It is said that you cannot give what you dont have, you cannot take your client where you havent been first. Would you choose a dentist with bad teeth? Or a fat nutritionist? Make sure that whatever areas youre working with your clients on youre already excelling at; or maybe not excelling yet, but you have a terrific personal progress story.

Truth or myth?
A lot of people I am meeting lately are flirting with the idea of changing their career and becoming a professional coach. The motives are diverse and often a mix of: not relating with the purpose of their current company and its day-today implementation, desiring a life style allowing for more personal space, aspiring to find for themselves the secrets of a happy and successful life. And many progress the flirting stage into serious dating (attending coaching communities), engagement (enrolling in a coaching school) and even marriage (activating as a coach). But how many of us coaches can boast with a happily ever after? The 2012 Global Coaching Study by the International Coach Federation reveals that even in the most developed geographies (both overall economically and as a coaching industry) the average yearly income is around USD 50,000 (or EUR 40,000) in the USA and Western Europe, with the median at USD 28,000-29,000 (or less than 23,000 EUR), meaning that 50% of coaches earn below this threshold. How come that so many of the very people whose role is to assist others to thrive cannot thrive themselves?

9 TIPS ABOUT BECOMING A SUCCESSFUL COACH

What does it take to make it as c. Get feed-back on your coaching a coach? and learn from observing others coaches. Im sure youll find many Not too many years ago, as a fresh ways to do that in your own case. graduate of Noble Manhattan, the oldest coach training school 2. Figure out the essence of maroutside of the USA, I confidently keting and sales of a coaching started to bring forth my own practice. There is so much noise dream of success and worked out these days with social media, so through overwhelm, confusion of many perfect lead generation hopelessness some key principles techniques and so many messagwhich keep me on the way: es and articles out there that you must have a sense that becoming 1. Become a skilful coach, period. a social marketing expert is not This is not coming as a surprise it. to you, certainly. Despite being at the foundation of a success- a. It would be good to discovful career, it is not necessarily the er a specific affinity to a target most critical factor. But hesitate customer and a particular area no more: of coaching, but it is not necessary. Niche-ing is mainly a mass a. Choose a great school with tra- marketing tool. You may want to dition and great credentials and choose a niche/specialty but you apply yourself to absorb all there dont need to, if none speaks to is. Read and enrol in programs you (yet). Coaches are not supway beyond that. Never cease posed to be specialists in a field, learning. right? Just specialists in making people thrive, no matter their obb. Maybe first and foremost: keep jective. coaching, coach loads while youre in school, beyond the re- b. Create a system and a process quired amount of hours to gradu- around generating clients. It is ate, coach loads before you for- great when you land your first mally launch yourself as a coach; paying client or a large contract, for when youll do that youll want but you often find yourself in to feel confident that you will add dead months afterwards. So apgreat value to your clients and ply yourself at creating a constant thus worth a high fee from the and continuous process of getearly beginning. ting leads and converting them into clients.

b. Be a great person - with clear values, great attitudes and convictions which you shine whenever you enter a room, just through your simple presence. And of course live them even when no one is watching, be fully congruent with who you are as a coach. You cannot acknowledge a client in a session and then bitch about the cable guy on Facebook. You cannot pretend you are a listener (which coaches are) and then you dont connect and cater to your audience when you hold a speech or a workshop. You cannot coach on a wonderful life if youre a stressed out, self-absorbed and absent person yourself. c. Isnt it obvious? Have a coach yourself. Not only because it builds the credibility of your profession, but because it will help you succeed! There are thousands of articles, books, programs, experts worth reading and following... But to what good if you dont act on at least one of them? And what more wonderful method of taking big action other than being accompanied by a coach? There is certainly much depth to the topic and every single point highlighted here write me at: [email protected] if youd like to know more There are certainly truths and myths you will discover for yourself. But in the end, all that counts is what you are committed to do:

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be a happily ever after coach?

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ICN Online Magazine

The No. 1 Life & Business Coaching Magazine

HOW CAN YOU MAKE a Diamond

SPARKLE MORE? MODEL

SPARKLE COACHING
Laura Komocsin & Andrea Szabados

t is a common fact that most coaching Ispeaking frameworks originate from the Englishworld. People are often keen on acronyms, especially if the initials form a relevant and positive word (like the most well-known GROW) or if every word has the same initial (e.g. the 7Cs framework from Mick Cope). he framework Laura Komocsin from T Hungary has created is called the SPARKLE Model. Similarly to other

They start out with a piece of diamond in the rough and we all know how beuatiful the end result is; the diamond sparkles like nothing else. We also polish our clients to help them achieve their goals and really sparkle That is the reason why this model is called SPARKLE. Naturally, as we say, Nobody coaches the way I do. (A motto of the Hungarian Organizational Development Society, see www.szmt.hu) No coaching model should be viewed too rigidly, and neither should the SPARKLE Model. This framework was designed only to assist in understanding and constructing the stages of the process and to serve as a reference on what a coach can do and what tools can be used in each stage as well as what the client can expect.

process frameworks, this model also demonstrates the typical stages of a coaching process, but if you review this short description you will see the difference. To make this model more attractive not only for coaches but clients as well, we collected songs for each stage to add value to the coaching process. The author, Laura Komocsin studied and worked in the Netherlands for a few years. In Amsterdam she saw how enthusiastically diamond polishers work and realized how similar it was to the coaches job.

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The No. 1 Life & Business Coaching Magazine

ICN Online Magazine

The SPARKLE Model divides the process into seven stages:

Below you will find a short description of each stage and a song recommended by Andrea Szabados who strongly believes in applying music in coaching processes. Obviously, coachees can leverage the most power from the music they really like. In this stage, the coach and the coachee assess the starting point and the challenges faced by the client. To properly evaluate the current situation, you can choose from among multiple methods and a vast number of tools. First of all, however, it is essential to win the clients confidence so that they know that they are not being badgered with questions (Questioning Technique), spied upon (Shadow Coaching), investigated (360 Degree Assessment) out of sheer curiosity, but rather this is all done to help them.

Nobody coaches the way I do.

S. Situation

HOW CAN YOU MAKE A

The song to listen to at this stage might be e.g. Feeling good by Michael Bubl.

DIAMOND
I
A. Alternatives

The Situation stage should include assessing the coachees openness and secret zones that are best avoided (for example, in business coaching, the coachee may stipulate that no personal issues should be covered). If you are aware of taboos, then you can employ opening methods and later perform detailed research based on this. Coaching tools coupled with psychological background as well as different creative writing techniques may be utilized in this stage. With all means at his or her disposal, the coach will effectively use the tools of Active Listening and Questioning Techniques.

sparkle more?
n this stage, coachee and coach focus on identifying and outlining options and possibilities to be able to determine how the goal could be accomplished. The importance of this stage lies in consideration. Instead of jumping to make a decision, the client should be able to consider several options and make a well-informed decision and Route in the next stage. The coach can inspire brainstorming using various tools such as Magnification, Consulting the Encyclopaedia, Ideal People, Action Plan, or the CREATE Model, although he or she might also achieve a satisfactory result using spontaneous Questioning Technique.

P. Positioning (yourself)
In the next stage, the client, assisted by the coach, defines his or her desired vision, sets the direction and the aim. Here, the coach basically helps the client decide upon a reasonable objective that can be achieved (a SMART goal). Tools used in this stage can be divided into two large groups depending on how visual the client is. For instance, resuming the previous stage, Montage, Wheel of Life, Old House - New House techniques or Coat-of-Arms may be used. However, there are clients who bring to the first coaching session their individual SMART goal summarized in a few words.
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This stage can be supported by listening to Perfect by Fairground Attraction.

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R. Route
In this stage, the coach will support the client in making a choice from among the available alternatives. The best way to help may be applying Pros and Cons Analysis, but other options in the coachs toolkit should be also offered. You can deploy the Mercedes Symbol or the CHOICE Model if you have not used them in a previous stage, but it might be sufficient to project yourself as a challenging and/or confrontational coach.

K. Key Obstacles

At the end of this phase the coachee will have an action plan describing what to do, when and how.

n this stage, the coach supports the client in going the distance on the selected route to ensure that he or she would accomplish his or her goal instead of retreating upon meeting the first obstacle. Until this point, clients usually enjoy the coaching sessions. In general, neither the diagnosis (Situation), the goal-setting (Positioning), the working out of alternatives, nor the decision making (Route) are painful for them. No later than at this point, however, the client is required to leave his or her comfort zone. He or she may even start cancelling regular appointments. In this case, a coach should not take offense. It is a completely natural process, and it is advisable to make the coachee aware of it. To do so, a skilled coach has his or her tools, such as the Sailing ship, Magic Shop, Rubber Band, Buckets and Balloons provided they were not already deployed in the Positioning stage.

Why dont you use the power of music and listen to Everybodys Changing by Keane?

L. Leverage
In this phase coaches support their clients taming self-defeating behaviors. There are plenty of useful tricks and tools to utilize when clients start thinking about giving up but there is no excuse they have to go on if they want to reach their desired outcome. The dedicated song for this phase is Strong enough by Cher.

E. Evaluation
Coaching engagements ideally come to an end when clients have accomplished their goal. In this case, the coach celebrates the accomplishment together with the client, and this is the point where (in a corporate coaching situation) they both report to the Sponsor (if any) on the joint efforts taken.

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Magazine
June / July 2011 Issue 01

Understanding Creativity in its true sense

ICN Online Magazine

To subscribe, visit us at www.international-coaching-news.net Noble Manhattan Coaching Ltd P.O Box 2142 Weymouth Dorset DT3 5BF Tel: 0044 (0) 1305 769411 page Fax: 0044 (0)870 312917 36 Email: [email protected].