Center for Coaching Certification

Affirmation for Sustainable Change

Juanita Bullochby Juanita Bulloch

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

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

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

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

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

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

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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Mapping Your Dream

Shaddae Reneeby Shaddae Renee

Shaddae Renee wrote the chapter “Mapping your Dreams” published in the 6th Edition of Coaching Perspectives, an informative book designed for coaches, clients and anyone seeking coaching.

The chapter consists of three sections:

  1. Visualizing the Dream and Identifying Obstacles
  2. Moving the Dream into Actionable Steps
  3. Leveraging Resources

In each section, I give practical steps to turn dreams into tangible goals and provide tips on execution. Visualizing the Dream is the first step in the process. This can be done by creating a clear sensory picture of the dream. To be successful in pursuit, mental obstacles are identified that one must overcome. I emphasize the importance of pushing through negative thoughts and feelings and creating a system of encouragement and affirmation.

In Moving the Dream into Actionable Steps, I point clients to a series of steps in formulating a plan of action. The objective is to identify a starting point and successive check points on the road to achieving a dream. The reader is encouraged to remain open minded and flexible both during conception of the plan and in execution.

In the final section of the chapter, Leveraging Resources, I identify different types of resources, their importance and the role they serve in the attainment of a dream. Proper budgeting, supportive networks and self-discovery are key components.

For more information on how to map your dream, read the full chapter in Coaching Perspectives VI.

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Coaching: The Total Package

jenniferby Jennifer Maxwell Parkinson

Coaching and image consulting work together, hand-in-hand, to aid individuals in aligning their inner and outer messaging to themselves and the outside world.

In order to successfully blend the two very different roles, we learn a dance that pushes us to the edge while staying within the line.  This process includes discussing potential goals with a client.  When I first meet with a client, we decide together if I will employ both image consulting and coaching methodologies, or just one or the other.

As coaches we can see in our clients, and with less ease in ourselves, that as adults many of us are living with conflicting inner and outer messaging.  There comes a time when we are well served to step up and out, into a self of our own intentional creation, and find our harmony between our inner self and our outer self.  Changing one’s image inside and out has a huge effect on self-esteem and self-confidence.

Coaching can manifest itself in many forms.  Professional coaches are trained and so have knowledge of certain industry and training guidelines.  At the same time, we all coach in our own personal way: I began my career as an image coach.  As my business evolved, I added professional and life coaching to provide a more well-rounded, complete service.

There is incredible satisfaction in knowing that you have taken the time to become an expert in the areas that impact individuals on a deep, life-altering level.

Read more on the combination of image consulting and coaching in the full chapter from Coaching Perspectives VI.

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Coaching from the Heart

betsyby Betsy Laughter

Becoming a coach is a role many of us are led to after having life experiences that create within us both wisdom and a knowledge of how to approach transitions and challenges with ease and grace.

Whatever you do in life there is a reason.  Your reason is the heart of what you do and the driving force that will lead toward success.  It is imperative we empower our true selves to spill in to our work.  Inspirational quotes, positive language, and parables are great tools for ourselves and for coaching.  It is the personal application combined with using them as coaches that will show clients we are being genuine in our work with them.

As a coach I want to challenge my clients to think in a positive way to promote equally positive change with a clear commitment.  Accept your clients as they are in the moment.  Start where they are, begin the process of establishing trust, and pave a path for progress.  Using positive language is a reflection of your belief in your client and the forward focus of coaching.  In other words, be positive and use positive, forward thinking language.

Remember that as coaches we are unique.  We each offer our own unique value by finding our niche and being self-aware of who we work with best.  This will lead to better outcomes for clients and a higher sense of satisfaction for us in our work.  I encourage you to reflect on who you truly are as a person and as a coach.  Own your passion and gifts, and you will be an amazing coach to those who will benefit the most.

Read more in the full chapter of Coaching Perspectives VI.

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