Center for Coaching Certification

Ethics are Critical to the Coaching Profession

ethics are critical blog 2By Pete Liska https://www.linkedin.com/in/peteliska/

The International Coach Federation (ICF) is working to promote coaching and the excellence in coaching based on principles of ethical conduct.  The ICF has taken the lead for self-regulation of coaching, and has a Code of Ethics in place. The ICF states that the Code of Ethics is designed to be the guidelines, accountability, and enforceable code of conduct for all ICF members and for those who follow ICF standards.  This act of self-regulating, with the Code of Ethics as a core tenant, places the Code of Ethics in everyone’s hands to utilize in their coaching practice or during coaching in general.

Anyone can call themselves a coach, with or without any coach training since coaching is an unregulated profession.  Unfortunately, legally there is zero requirement for someone to call themselves a coach. Do these individuals have the ICF Code of Ethics or even have their own written code of ethics?  Most often not and if not, do they even know what a Code of Ethics is or what it’s for?  Having their own code of ethics means everyone has different standards.  Subscribing to the Code of Ethics developed and published by the ICF can indicate that a coach is ethical in and with their coaching practice.

The CCC coaching certification programs utilize the ICF Code of Ethics in all its training.  When you graduate from any CCC program, you can be assured that this Code of Ethics was incorporated and utilized to aid both the coach and client.

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The Impact of Coaching

pete liska cccBy Pete Liska https://www.linkedin.com/in/peteliska/

Coaching fits like any training, leadership development, self-help, or forward thinking idea.  The benefit with coaching is that the ideas, dreams, goals, or way forward comes from and are decided on by the client.  The coach listens, rephrases, and asks questions.  The thoughts and ideas come directly from the client in his or her own words.  The way forward, meeting a goal, or getting to a dream happens most effectively when it is from an individual’s own ideas or thoughts.  The research on the ROI of coaching shows such incredible results (an average ROI of 600%) because in coaching the goal is the client’s.

Someone who has a coach (versus a mentor or trainer) comes to an answer independently with the help of their coach.   Using a coach to explore possibilities, consider challenges, list resources, create solutions, and then define actions for moving forward is a process of partnering with a coach while still having control of personal choices and decisions.  The coach can be used as sounding board, creating the time to think out loud, and then to expand thinking because of the questions the coach asks.

Coaching is a tool that helps a client in life decisions, in business, executive leadership or management roles, career change, or anything else in between.  The use of coaching empowers a client to explore their possibilities and create their solutions.  Coaching sessions also empower the client to create a plan for moving forward.

One thing to remember when hiring a coach is to ask if they have had coach training and if they are a member of the International Coach Federation (ICF).  Coaching is a valuable tool maximized when the coach has training.

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Ready to be published! All graduates are invited!

ready to publish blog 2To participate, email Cathy@CenterforCoachingCertification.com expressing your interest.  Include a working title based on a topic you choose (we recommend that it be related to your coaching niche specifically).  Add a few notes on the key content or teaching points.  Cathy will email back with more information, formatting guidelines, and the schedule.

Each chapter is 3500 to 4500 words.  The first draft is due in mid-May.  During the writing phase of the book, authors work in teams to review and provide feedback on each other’s chapters.  By August you will email your final draft to Cathy.  Each author also includes a bio page with a picture and writes a blog about their chapter.

The benefits include: credibility as a published author, offering a resource to clients with your name on the cover, a way to get found, plus learning the process to write for publication.  Being a published author is a great opportunity for certified coaches!

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Affirmation for Sustainable Change

Juanita Bullochby Juanita Bulloch www.JAB-Coaching.com

Is it my personality, my natal chart, the foods I eat, my internal and external environments, or habit that incline me to worry and negativity?  It really does not matter what excuses I give; the real question is how do I and why do I want to maintain a positive outlook regardless of my circumstances?

This is a question I explored in more detail while writing a chapter for Center of Coaching Certification’s Coaching Perspectives VI.

To begin with, I am mentally, physically, and emotionally healthier when I maintain a positive outlook and I certainly find life is much more enjoyable!  Others find me a heck of a lot nicer to be around.  I also express more confidence, am productive, and more willing to tackle challenges.

So now that we have noted some of the benefits, what supports maintaining a positive outlook?  For me, positive affirmations used daily are key.  I love starting my day with statements of gratitude and ‘I am’ statements such as:

  • I am confident.
  • I am easily expressing a positive outlook.
  • I am fulfilled
  • I am mentally, physically, emotionally, and spiritually healthy.

A challenge for you is to start your day by listing at least five things you are truly grateful for and state five positive I am’s.  For a real challenge, do the same thing driving home from work or before going to sleep.

Read the full chapter in Coaching Perspectives VI.

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The HR Leader’s Transition to Coach

Cheryl Knightby Cheryl Knight www.linkedin.com/in/coachcherylk

Human Resource professionals are often asked to coach employees, both individual contributors and leaders.  The actual goal may be to give them some feedback that their manager has trouble delivering, or the manager has delivered feedback and now thinks the individual will understand better with another perspective.  Fix them, please?  You are HR, so that’s what you do, right?  As a rising professional in the HR field, I wanted to succeed!  I was providing direction, giving feedback, encouraging others, helping them with their development, telling them what they could do to improve or overcome their challenges.  I was all about helping in a way I thought was coaching.

In these situations, the direction, feedback, encouragement, and advice I provided was based entirely on what I thought they needed to do and my ideas were based on my perceptions.  There was little said or done regarding what they wanted and what was important to them.  I failed to explore how or even if they wanted to approach their challenge or how they wanted to grow their skills to achieve their goals.  I have found that helping or coaching people to my expectations rarely results in lasting change.

It became apparent to me that to be a coach, I was going to have to change a few things:

This chapter covers all three of these, defining how they are applied differently in coaching than in HR.  When making the transition from HR Leader to Coach, whether you are making a career change or want to transition within your organization, it is possible to achieve success if you continue to refine your skills.  By continuing to focus on these three key areas and participating in continuing education, we can build a strong foundation for coaching.

Read more in the full chapter of Coaching Perspectives VI.

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How Coaching Helped a Legacy Business

Kelly Ganglby Kelly Gangl www.Connect-to-Thrive.com

I am excited to share that recently I had the opportunity to write a chapter for a book called “Coaching Perspectives”. My chapter as well as several other talented coaches reveal the stories and perspectives learned through the experience of coaching. In my chapter, I share the insights gained from an eighteen-month contract working with a CEO and the leadership team of a small business.

This project came about while I was still in a graduate program for Organization Development at Bowling Green State University. Initially, my hope was that this would serve as a worthwhile school project; in reality this evolved into a major organization change initiative that had a powerful impact on the entire organization. Because this was my first external coaching contract, I learned many lessons throughout this journey and the insights are shared along with stories and reflections from both my own and the CEO’s perspective. This project was one of the most challenging yet exciting experiences of my professional career. It was thrilling to see the results of what is possible when employees are invited into participate in the planning of the company’s future.

I share the journey the entire company went on as we co-created a new direction. As reflected, there were many trials and tribulations including several of my own from the perspective of a first time external coach. The journey began with the uniting of the leadership team and progressed to the creation of a cross company employee team. All of these efforts contributed to the continuous improvement of the company’s operations. One of the key learnings of the leadership team was that the change starts with them.

Read more in the full chapter of Coaching Perspectives VI.

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Coaching the Athlete Versus the Executive

Emily Bassby Emily Bass www.EmilyBassstrategies.com

Executive coaches and sports coaches are similar in many respects. As a professional skier, I had numerous sports coaches to gain the highest levels of proficiency. It is considered best practice to have a coach to uncover blind spots and learned patterns that hinder one’s progress in the sports world. In my roles as an executive, the idea of hiring a coach felt different to me; that is was best to keep it undisclosed or that it made me vulnerable. Hiring a coach in the executive world is now also considered to be a best practice; it is becoming the smart thing to do and more and more top executives are embracing the value of coaching for themselves and their teams.

Whether having a coach for work, life or play, the power of the relationship is the same. The value and effectiveness of the coaching relationship are based on openness and honesty where vulnerability is accepted and even expected. The commonalities of difficult and new terrain in sports and business are numerous such as the unexpected, the need for focus, required confidence, having a plan and reading the landscape. Imagine having an executive coach to support you as you navigate new and challenging terrain just as the skier has their coach when attempting to navigate new and challenging terrain.

The executive coach brings forward movement toward one’s goals through clarity of vision, self-identification of action steps and measures of success. It’s all about asking the right questions just as a sports coach knows how to provide the right exercises to bring the athlete forward, faster and more efficiently.

What will be different when you have a coach in your executive life?

Read more in the full chapter of Coaching Perspectives VI.

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When It Is Time for Feedback

Linda Clarkby Linda Clark www.executivechameleon.com

Have an elephant in the room?  The quiet fear of feedback.

If you asked a room of 200 professionals, “How much training have you received about feedback in your career?” you might be surprised at the outcome.  You might hear a lot of laughs, see some eye rolls and hear some big numbers. I tried it recently with 200 Human Resources professionals at a professional development workshop.  The not-so-scientific findings?

  1. Every professional in the room estimated they had received some training in giving feedback. In some cases, involving long careers, they estimated 4-6 months of their career had been spent in feedback training, specifically giving feedback.
  2. Not one person in the room claimed even an hour of training in their entire career on how to receive feedback.

Surprised? I was as well. Feedback is a scary place, and we don’t think about how much feedback we need, or the last time we asked for feedback, as much as we think about how to give it. As parents, partners, friends, educators, professionals, we are constantly assessing situations and providing feedback designed to improve the outcome.

The first thing you can do to realize the value of feedback is to take a moment and remember that feedback, at the heart of its very definition, is designed to help the receiver improve. The minute you feel that first response of anxiety, defensiveness, or fear, allow yourself to open to the definition of feedback and refocus on the message.

And then what? Take a look at the chapter, ‘When It is Time for Feedback’, to explore our reactions to feedback, and a four step process to unpacking feedback to reach the valuable information you may be missing for your success.

Read more in the full chapter of Coaching Perspectives VI.

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Career Game Plans

Julie Kratzby Julie Kratz www.NextPivotPoint.com

Research shows that when we have a plan, our chances of achieving career success are 80% higher.  Those that set goals for themselves achieve higher rates of success in their careers.  Knowing what we want, and having a plan to get there is pivotal.  Whether it’s taking our careers to an even higher level, pivoting industries or functional areas, or advancing to a leadership role, high potential women in career transition wrestle with having a solid game plan to facilitate success.

In coaching women in career transition, we believe that there is a solution to this challenge:  The Career Game Plan.  It is a simple four-step process.  It is unique to us, and defines what success looks like.  It fits on one-page and is easily shared with our managers, mentors, and coaches.  It paints the picture of what good looks like, with a clear road map to get there.  First, we must be able to articulate what we want, and what we are uniquely skilled to do – our purpose statement.  Then, we build goals to support our purpose coming to fruition.  We then brainstorm the competencies and action steps to achieve our goals.

Picture a tree – its roots, trunk, branches, and leaves.  In many ways the Career Game Plan process resembles a tree.  Our purpose statements are the roots.  Our purposes are the basis for everything we do.  They are deeply connected to who we are and what we stand for, strengthening over time.  A strong tree grows outward through its branches, which are similar to the goals of our plans.  A tree’s branches need a strong base to rest on, the trunk.  The trunk is vital to the stability of the tree, just as our competencies are for our plans.  Competencies are the skills, behaviors, and/or attributes that define how we will fulfill our purposes and achieve our goals.  Then, a tree expands with its leaves.  These are the shorter term action steps we take to achieve our longer term goals.  With a strong base of roots, the tree grows.  Just as a strong purpose does for our Career Game Plan.

In our book, Coaching Perspectives IV, we will unpack the four essential elements of a winning career game plan: 1) a purpose statement, 2) goals, 3) competencies, and 4) actions, with all the tools to build your very own winning Career Game Plan.

Read more in the full chapter of Coaching Perspectives VI.

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Career Coaching for Students

Amanda Quayleby Amanda Quayle www.quaylewalsh.com

Ask a few people, “What guidance can you offer to a graduate looking for their first job?”  Along with their responses you are likely to hear, “I wish someone had told me this when I was starting out.”  Coaches focusing on high school and college students help them navigate the complexities and challenges in taking their first steps out of high school or college and then arm them with the confidence, knowledge, and insight.

In this chapter of the book, I liken the process of a student participating in career coaching sessions as similar to going on a mountain hike.  How do you prepare for a hike?  Have you packed the right equipment to sustain your day trip?  What path will you take and what point do you want to reach?  What obstacles can you expect and how will you overcome them?  How will you get there?  What will you gain from this experience?  Together we will take the hike, go on the journey, in support of students stepping into their adult lives.  Explore, navigate, design, discover, transform, and evaluate.

Change is certain in life and our experiences, environment, and the people we meet along the way all contribute to influencing us on our journey.  As coaches we support clients to design and redesign priorities depending on the stage of life they are experiencing.  This chapter explores how a coach supports a student.

Read more in the full chapter of Coaching Perspectives VI.

 

 

 

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