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Written by Andi Roberts
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Monday, 23 August 2010 10:03 |
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Being away on holiday this week I have recieved an email from the International Coach Federation stating that I have recieved the Professional Certified Coach designation or PCC for short.
Certification from the International Coach Federation (ICF) is extremely important both for the coach and the client when considering which coach to hire.
It means the coach:
- Has received professional training from a program specifically designed to teach coaching skills in alignment with the ICF Competencies and Code of Ethics.
- Has demonstrated a proficient understanding and use of the coaching competencies as outlined by the ICF.
- Is accountable to the ethics and standards set forth by the IC.
The ICF is a consortium of professional coaches and organizations that have joined together under its auspices to shape and govern the profession of coaching. The skills sets, competencies, ethics and standards are a collective agreement between coaches from all over the world who have made the commitment to maintain the very highest standards you would expect from any other profession.
Since coaching is a new profession (about 10 years formally) and certification and licensure are not yet required in most countries, there are many individuals who are calling themselves coaches today. Many who call themselves coaches have not been formally trained in specific coaching skills and are transferring skill sets from other professions into their coaching. Often this results in an inadequate or ineffective coaching experience for clients.
Coaching has its own unique skills it employs and for many coaches "unlearning" old skill sets from other professions has to occur before they can competently pick up the new skill sets used in coaching.
There are three levels of Coach Credential from the ICF :
- Associate Certified Coach (ACC)
- 60 hours of coach specific training
- 100 hours of coaching experience with clients
- Satisfactory completion of oral exam
- Agreement to adhere to the Code of Ethics as outlined by the ICF
- Professional Certified Coach (PCC)
- 125 hours of coach specific training
- 750 hours of coaching experience with clients
- Satisfactory completion of written and oral exam
- Agreement to adhere to the Code of Ethics as outlined by the ICF
- Continued professional development to renew credential every three years
- Master Certified Coach (MCC)
- 200 hours of coach specific training
- 2500 hours of coaching experience with clients
- Satisfactory completion of written and oral exam
- Demonstrated leadership within the profession
- Agreement to adhere to the Code of Ethics as outlined by the ICF
- Continued professional development to renew credential every three years
Don't be misled to think a coach is a competent coach because they have other professional credentials or set high fees.
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Written by Andi Roberts
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Wednesday, 18 August 2010 10:35 |
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There are many, many coaching models out there and having spent some considerable time looking at various models they are all variations of a basic process. For all of the models there are four key elements of the conversation that stand out:
1 – Defining what the end goal is
The end goal can be looked at in two parts. Firstly the end goal for that coaching session of 20 to 60 minutes. Secondly the bigger goal that the coaching session fits into. An example of this may be “By the end of this month I want to have a stronger relationship with my team leads in X location. In this session today I want to clarify how I can provide better quality feedback to the team leads around our business unit objectives and how they are impacting them”.
2 – Defining how the situation is today
Any change process always has a starting point. It is important to get a short snapshot of what the actual situation is from the person being coached without going in to too much detail or “history”. Remember coaching is about looking forward rather than backwards. An example of this may be “Right now I randomly talk to my team leads on a very ad hoc basis for giving feedback. We have no regular planned mechanism. We tend to give feedback when we get “issues” from the client”.
3 – Exploring ways forward
With a clear idea of the end goal and the current reality the role of the coach is then to get the person being coached to explore all of the options they have for creating the change they wish to make. This phase is about divergent thinking and getting the person being coached “past” the ideas they already have and looking at new ideas and options. Techniques from previous courses could be used here, particularly the creativity techniques as well as De Bono’s 6 hats and Thinking Tools.
4 – Creating an action plan and recognising new insights.
The final phase of any coaching session looks to bring all of the sessions thinking together and clarify next steps. There are three important elements in this final section of the coaching conversation:
1. An action plan of the key steps that the person being coached will take. This should ideally be in a SMART format with clear actions and time frames.
2. A quick summary of main point of the discussion.
3. A realisation of any new ideas or personal insights that the person being coached has gained about who they are and how they interact with others.
Different models may add on to these core elements, for example, a common practise in the final phase is to look at the road blocks to fulfilling an action plan. |
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Due to a really hectic period of work and international travel this site has been pretty neglected for the last six months of so. Work is under progress to develop over the summer.
The first part to be updates has been the "Recent Projects" section which can be found under "RECENT PROJECTS"
Changes have also been made to the contact number which is now : +44 (0) 7850 752 106 |
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I have recently been appointed as an Associate lecturer at the Open University Business School.
I will be supporting 20 students through a course focused on Marketing & Finance over the next 6 months.
This course is 100% virtual with participants from all over the globe.
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Top 10 Drivers of Employee Engagement Globally
1. Senior management sincerely interested in employee well-being
2. Improved my skills and capabilities over the last year
3. Organization’s reputation for social responsibility
4. Input into decision making in my department
5. Organization quickly resolves customer concerns
6. Set high personal standards
7. Have excellent career advancement opportunities
8. Enjoy challenging work assignments that broaden skills
9. Good relationship with supervisor
10. Organization encourages innovative thinking
This research although developed by TowersPerrin in 2009 show how critical the role of leadership is in developing engagement in the organisation.
Here are some questions for you to reflect on....
How engaged are you people?
How can you make them more engaged?
What do our leaders need to be doing even better?
What do our leaders need to be doing in addition to those things that they do now?
How much more productive do you think your people could be with even more effective leadership?
If you are interested in increasing engagement or developing leaders to engage simply get in touch. |
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