Tag Archives: coaching

Coaching Certification: The Low Down

executive coaching certificationFrom the un-certified executive coaches point of view, the process of executive coaching certification is useless. The author of this article takes a group of coaches who have an established method of coaching and getting new clients that’s doubling their results every 30-90 days.

I don’t know about this group in particular, but I know two business coaches, one of them is certified and the other is his student but not certified. The certified one makes $25,000 per client a year, and the student makes $100,000 per client and 50% of the extra profit he will generate for the company from that point on.

However, those two are top coaches and their results are not typical. And if you ask me I would get the executive coaching certificate just to make sure I know what other coaches know even if I am not going to use it.

Enjoy the article and decide on your own.

By Leanne Hoagland-Smith

During a conference call of a mastermind group of 30 professional business coaches and consultants, who had all been coaches for over 5 years, the discussion turned to the “coaching certification” process for coaches. What was interesting to note is that this mastermind group was unusual in that everyone had surpassed the industry average of making more than $20,000, exceeded 10 paying clients and 1/3 made more than $100,000. (Source: Stephen Fairley, author of Getting Started in Personal and Executive Coaching) And the real kicker was not one of those on the call had ever been asked for their coaching credentials by their clients. If the subject of credentials came up, it was always by another certified coach. Interesting given that no one within this group was a “certified coach.”

With the continued growth of this billion dollar plus industry, it appears that innovative individuals have decided to provide opportunities for those who wish to become coaches and by offering a certification process. NOTE: A recent quick Google search of the Internet revealed 215 coaching schools (Source: http://www.peer.ca/coachingschools.htm

Good for them! After all being certified automatically means that you are more credible and can deliver better results? Of course if this was true, then why do most coaches (53%) make less than $20,000 a year?

Possibly, the answer is a lack of a proven process not to mention some poor small business practices. Certification programs may offer the techniques and some tools, but do they have a proven history that consistently demonstrates securing results for their clients? I doubt it given that the majority of coaching schools are relatively new and even established traditional universities that offer executive coaching programs are new to this field.

If you are thinking about becoming an executive coach, do your research. Before you spend thousands of dollars on that coaching certification program, ask the following questions:

  1. Do over 60% of your certified coaches make more than $50,000? (Note: For this mastermind group, this is anywhere from 10 to 15 minimum clients per year.)
  2. What type of results do their clients receive? (Note: The process that this mastermind group uses generally doubles results in 30 to 90 days.)
  3. Can the same process be used in a variety of industries? (Note: This mastermind group has coached individuals including a U.S. Senator, Fortune 500 executives, high school and college students, small business owners and housewives. The industries range from manufacturing to high technology.)
  4. Do proven, high quality tools support the process?
  5. Are testimonials available from both graduates and clients?
  6. How long has the coaching school or company been in business? (Note: This mastermind group uses a company with a 25 year proven history.)

Executive coaching is a rewarding career. Just be careful that you don’t reward others before you understand the dynamics within the explosive field. You just may be paying for something that is not necessary and putting your hard earned dollars in someone else’s pocket.

Leanne coaches individuals, small businesses and large organizations to double performance in warp time. She is a national speaker on performance improvement from youth to adults. Please feel free to contact her at 219.759.5601.

If you truly don’t believe doubling your results is possible, read some case studies where individuals and businesses took the risk and experienced unheard of results.

One quick question,if you could secure one new client or breakthrough that one roadbloack, what would that mean to you? Then, take a risk and give a call at 219.759.5601 to experience incredible results both personally and professionally.

Article Source: http://EzineArticles.com/?expert=Leanne_Hoagland-Smith
http://EzineArticles.com/?Coaching-Certification:-The-Low-Down&id=176213

===> Center for Executive Coaching educates and train executive coaches to get outstanding results for their clients

 

The Role of Executive Coaching in Talent Management and Succession Planning

executive coaching certificationAuthor: William J. Rothwell, Ph.d., Sphr

Research indicates that as many as 70 percent of U.S. firms still do not have successful talent management or succession planning programs. And yet many authorities continue to warn that, despite the current economic downturn, a war for talent is looming. Indeed, the current economic downturn may in fact create an additional hardship for employers, since it may tempt many managers to take their human talent for granted as unemployment rises. In short, the “r” word (that is, “recession”) may lull some managers into false sense of security as many workers delay their retirements or hunker down to accept extra work at a time when finding new jobs may not be as easy as in boom times.

Executive coaching has emerged in recent years as a topic of great interest for several reasons, and employers should be cognizant of what those reasons are. But what is executive coaching? What categories of executive coaching may exist? When is executive coaching appropriate? How does executive coaching relate to talent management? How should executive coaching be carried out? Who should carry it out? This brief article addresses these questions.

What Is Executive Coaching?

Executive coaching is a process of helping an executive become more effective in his or her job. While almost anyone who helps an executive become more effective serves as an executive coach, a planned process of executive coaching usually involves two people — the coach and the executive — working together. Professional executive coaches may — or may not — hold a formal certification in executive coaching from any one of several respectable organizations.

What Categories of Executive Coaching May Exist?

There are various ways to categorize executive coaches. A simple way to do that is to distinguish between a job content coach and a job process coach.

A job content coach helps a newly-promoted executive to master the job to which he or she has been assigned. Job content coaches are usually people who have successfully held the same or similar job for which they are providing coaching. Instead of making a new job a “sink or swim experience,” the organization provides an executive coach as a “life preserver.” As a simple example, suppose the company’s board of directors promotes an individual to the job of CEO but board members are painfully aware that the individual is really not yet “ready” for the job. In that case, the company’s board might search for an individual who has successfully held the job of CEO in another company in the industry. Perhaps the coach is retired. The coach’s role is to provide on-the-job coaching, organized around a mutually-negotiated schedule and approach, to the newly-promoted CEO.

A job process coach, on the other hand, helps a newly-promoted executive address interpersonal relationships. A common problem in some organizations is that a technically-proficient individual is promoted into management. He or she is exceptionally gifted in the technical side of whatever work they do — such as MIS, engineering, research, or some other technical specialty — but the individual is not particularly good in dealing with people. Perhaps he or she is weak on EQ (emotional intelligence). In a bid to help the individual, the organization commits to give him or her a job process coach to help him or her deal with interpersonal relations (processes).

When Is Executive Coaching Appropriate?

Executive coaching is appropriate when organizational leaders:

  • Are aware of it as a possible solution to lack of readiness for promotion or lack of effective interpersonal skills
  • Are willing to spend the time, money and effort to make it work
  • Are able to source a well-qualified coach
  • Are able to ensure that the executive is committed to the change that the coach is intended to help him or her make

How Does Executive Coaching Relate to Talent Management?

From the previous sections, it should be apparent that executive coaching can be, at times, a valuable strategy to use in talent management. If the organization’s leaders want to promote from within but feel that in-house bench strength is really not “ready” for promotion, then a job content coach can provide “on the job training” to help an executive transition from his or her previous role to a new one. On the other hand, if the organization’s leaders value the technical gifts of a worker but believe that his or her interpersonal skills are inadequate to meet the demands of higher-level responsibility, then a job process coach can effectively provide real-time help by “following the executive around” and offering advice (usually in private) about ways to improve how the executive interacts with other people. It should thus be obvious that executive coaching can be a powerful approach to use, particularly when the organization has not sustained an effective talent management program over time to systematically prepare people for the challenges of other, usually higher-level, positions.

How Should Executive Coaching Be Carried Out?

There is no “one size fits all approach” to executive coaching, and numerous “models” to guide the executive coaching process have appeared in print. Clearly, the best approach is to negotiate an arrangement between the individual who needs help (the executive) and the person who is to offer it (the coach). Ideally, that arrangement should be put in writing and updated periodically. Of course, quite often there is a third party in the relationship — and that is the “sponsor” (the person or group who requests the coach to help the executive). The agreement should clearly spell out who does what, who is responsible for what, and who pays for what.

Of key importance is to decide whether the coaching experience will focus on the job content (what the job requires and what results are to obtained) or the job process (how to establish and maintain effective interpersonal relationships with other people).

In job content coaching, the executive coach should:

  • Clarify the desired results to be obtained
  • Clarify how well the executive is currently able to achieve the desired results
  • Formulate an individual development plan, a coaching agreement, that will help narrow the developmental gap
  • Clarify how and how often the coach and the executive will interact
  • Clarify when and how the coach, executive and sponsor will communicate about results achieved

In contrast, in job process coaching, the executive coach should:

  • Clarify the desired improvements in interpersonal skills that are to be obtained, perhaps by conducting a 360-degree assessment or by interviewing superiors, peers and subordinates of the executive
  • Clarify how the executive is currently interacting with others
  • Formulate an individual development plan, a coaching agreement, that will help narrow the developmental gap
  • Clarify how and how often the coach and the executive will interact
  • Clarify when and how the coach, executive and sponsor will communicate about results achieved

Quite often, job process coaches will use “job shadowing” to follow the executive around and then offer “instant replays” and “instant feedback” on the executive’s interactions over the phone, by email, in meetings, or in daily interactions with others. Job content coaches may not need to observe what the executive is doing so much as what results he or she is getting and then offer advice — through face-to-face meetings or even through email, phone, web conference, or even instant messaging.

Who Should Carry Out Executive Coaching?

Executive coaching can be carried out by external consultants, hired for their expertise in coaching and their experience. It may also be carried out by anyone who has a willingness to offer help to an executive — and have the executive listen to that advice and try to improve based upon it. To some extent, the person who should do the coaching role should be appropriate for the type of change needed: does the executive need job content or job process coaching? (Rarely can helpers do both.)

Conclusion

Executive coaching has many applications. One possible application is to use it to provide “on the job learning” opportunities for individuals who are perceived to be unready for promotion but who may be promoted anyway. Another possible application is to use executive coaching to improve the interpersonal interactions of otherwise talented people who may be lacking in social skills.

(Reprinted with permission by Linkage Inc.)

William J. Rothwell, Ph.D., SPHR is President of Rothwell & Associates, Inc. He is also a Professor at The Pennsylvania State University, University Park. Author of over 300 works, his most recent books include HR transformation: Demonstrating strategic leadership in the face of future trends (DaviesBlack, 2008) and Working longer: New strategies for managing, training, and retaining older employees (AMACOM, 2008).

Article Source: http://www.articlesbase.com/training-articles/the-role-of-executive-coaching-in-talent-management-and-succession-planning-569266.html

About the Author

Linkage is a global organizational development company that specializes in leadership development. We provide clients around the globe with integrated solutions that include strategic consulting services, customized leadership development and training experiences, tailored assessment services, and benchmark research. Join us at Linkage’s Talent Management Summit, the industry’s premier event bringing together HR, talent management, LD, and OD leaders to help organizations advance and implement a complete talent management process.

Learn more at www.linkageinc.com/tm or by calling 781.402.5555.

===> Center for Executive Coaching educates and train executive coaches to get outstanding results for their clients

 

Is Executive Coaching the Same As Therapy? 6 Key Reasons Why Coaching is Different to Therapy

executive coaching certificationBy Mark Buchan

Understanding where coaching ends and therapy begins

This boundary between coaching and therapy is extremely vague and subjective. In fact I would go so far as to say that they overlap significantly resulting in a set of similarities between coaching and therapy. This can prove to be somewhat confusing for helping professionals who try to explain those differences. It is true that coachees report that their coaching was very therapeutic but that does not mean that what they were receiving was therapy. So whilst there are many similarities between coaching and therapy I would like to concentrate on the differences in this article and then on the similarities in the next one.

Solution focused versus problem focused

The main difference in my experience of having practised as a coach and a therapist is that coaching tends to focus on the solution to problems rather than spending many hours trying to understand the problem. Therapy on the other hand is mainly about focussing on the problem, analysing and seeking an understanding the problem or just “being with” the problem. Therapy is also very useful for helping people to abstract a larger meaning for the problem.

Future versus past

Another difference between coaching and therapy could be that coaching deals with the accomplishment of future goals whereas therapy helps people to come to terms with painful events from the past. Of course this is a generalisation and a gross simplification. For instance some of these past painful events that a person experiences may get in the way of their ability to achieve their goals, so the coaching conversation will naturally reveal this “impediment”. It is then a question of whether the coach and coachee feel that it is appropriate to continue with the coaching while dealing with “baggage” from the past.

Remedial versus developmental

Therapy tends to be used in a remedial fashion helping clients deal with issues such as child abuse, bereavement or other events that have caused extreme trauma or depression within the client. Coaching on the other hand is mainly used as a learning and development tool to help clients achieve personal or business goals while deepening their awareness and understanding of themselves.

The Relationship: Top-dog/underdog vs egalitarian

Coaching works best when the coaching relationship is perceived as a peer-to-peer relationship, so all good coaches seek to establish this type of relationship. This is counter to many (but not all) forms of therapy where the therapist is considered the “top dog” or the expert while the client is the “under dog” or the patient.

Timing and frequency

A therapy session usually takes place every week (more often in the case of psychoanalytic) and lasts for 50 minutes, or a therapy hour as my wife would call it. The duration of therapy can last somewhere between 1 to five years. Conversely, coaching tends to be of shorter duration, but not always as is the case with executive coaching. Skills or performance coaching tend to have a short duration of maybe a few weeks to a few months. The frequency of coaching sessions again is variable with performance coaching taking place every week whereas developmental coaching often occurs once every 4 to 6 weeks. The typical length of a coaching session tends to be one to three hours.

Price

This may sound ludicrous but the cost of quality therapy versus quality coaching is huge, with coaching being often four times more expensive than therapy. I say this is ludicrous because of the amount of regulation, training, assessments and supervision that a therapist has to comply with compared to that of a typical business coach.

In the follow-up article to this I will cover the similarities between coaching and therapy.

Mark Buchan is business coach who specialises in executive coaching (aka leadership coaching). Mark works with the senior and junior leaders in large and small organisations. Current and previous clients include Rolls Royce, British Telecom, Bombardier Transportation, Nokia, Credit Suisse and many others. You can find out more about Mark and the services he provides by going to his companies website http://www.executivecoaching4u.com

Article Source: http://EzineArticles.com/?expert=Mark_Buchan

http://EzineArticles.com/?Is-Executive-Coaching-the-Same-As-Therapy?-6-Key-Reasons-Why-Coaching-is-Different-to-Therapy&id=4286597

===> Center for Executive Coaching educates and train executive coaches to get outstanding results for their clients