Tag Archives: Executive 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.

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The Business Case For Executive Coaching – The ICF Coaching ROI Global Study

executive coaching certificationROI on executive coaching could be vague and sometimes very hard to calculate or predict. It’s not only me talking, it’s a general concern in the research related to executive coaching in the academia.

But there is a simple way to judge the ROI of an executive coaching process, which is by setting start points. Say you are hiring an executive coaching for your company and at the time of hiring you are making $X1 in pure profit. If your purpose of hiring the coach is to increase your net profit then you are looking at $X2-$X1 = ROI where $X2 is the net profit after 6 months of starting the coaching program.

Your purpose of the coaching defines how to calculate the ROI. For example, in some cases the purpose of executive coaching could only be reducing the number of man power hours of work to achieve a certain goal. In that case you start with a certain number of man power hours needed currently to finish a job, and you calculate the number of man power hours after the coaching program and the reduction of man power hours multiplied by the hourly wage equals the amount of money saved through the executive coaching.

In reality it’s never that simple, but it helps to break down your companies performance into tasks or jobs and do your math for costs and net profits and integrate every thing into one whole process that represents your company’s performance. To learn more about this process follow the link below:

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

Now with the article. I hope you enjoy it.

By Maynard Brusman

The Business Case for Executive Coaching

Are you working in a company or law firm where executive coaches help leaders develop their leadership capability? Does your company or law firm provide executive coaching and leadership development for high potentials and high performing leaders?

One of the most powerful questions you can ask is “Does providing executive coaching for company leaders have a direct effect on the company bottom line?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for authentic leaders at all levels of the organization.

Approximately 25 to 40 percent of Fortune 500 companies use executive coaches, according to the Hay Group, an international human-resources consultancy. According to a survey by Manchester, Inc., a Jacksonville, Florida, career management consulting firm; about six out of ten organizations currently offer coaching or other developmental counseling to their managers and executives. Another 20 percent of companies said they plan to offer coaching within the next year.

Although it was once used as an intervention with troubled staff, coaching is now part of the standard leadership development training for executives in such companies as IBM, Motorola, J.P. Morgan Chase, Hewlett-Packard and many others. Brokerage firms and other sales-based organizations such as insurance companies use coaches to bolster performance of people in high-pressure, stressful jobs.

The ICF Coaching ROI Global Study

The 2009 International Coach Federation (ICF) Global Coaching Client Study reported the median coaching ROI to be 700%. The results of the study is rather dramatic providing much needed metrics for this popular leadership development strategy..

The International Coach Federation conducted a qualitative and quantitative global client survey and interview research project between May to December 2008. The full research report was made available to the public on June 11, 2009. Highlights related to the return on investment from coaching are reported here. This is a crucial research topic — what do coaching clients say is the value of coaching?

The design phase of the research consisted of three components: First, fourteen in-depth interviews were conducted with an international sample of coaches to assist with the design of the questions to be utilized in the qualitative and quantitative study. Second, the qualitative research phase consisted of five focus groups with a total of 41 clients participating. The focus groups allowed for in-depth probing of qualitative issues. Third, the quantitative research component consisted of 2,165 coaching clients from 64 countries participating in a 20 minute online survey.

What do clients say motivates them to begin coaching? The clients cited career opportunities and business management as their most important reasons for seeking coaching services.

Both coaches and consumers of coaching services are interested in Return on Investment (ROI) studies on coaching. An often cited ROI study of executive coaching, Coaching for Increased Profitability: How to Deliver and Demonstrate Tangible Results to the Bottom Line by Merrill C. Anderson, Ph.D. MetrixGlobal (2003) had reported an ROI from coaching of 788%.

In an apparent confirmation of that finding, the ICF Global Coaching Client Study Executive Summary (April 2009) reports, “The vast majority (86%) of those able to provide figures to calculate company ROI indicated that their company had at least made their investment back. In fact, almost one fifth (19%) indicated an ROI of at least 50 (5000%) times the initial investment while a further 28% saw an ROI of 10 to 49 times the investment. The median company return is 700% indicating that typically a company can expect a return of seven times the initial investment.”

Source: ICF Global Coaching Client Study, Executive Summary, April 2009, in consultation with PricewaterhouseCoopers LLP, and Association Resource Centre inc.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help company leaders improve their leadership capability. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

Subscribe to Working Resources Newsletter at http://www.workingresources.com. Visit Maynard’s Blog at http://www.WorkingResourcesBlog.com. The Society for Advancement of Consulting (SAC) awarded two rare Board Approved designations for Dr. Maynard Brusman in the specialties of Executive Coaching & Leadership Development and Trusted Advisor to Attorneys and Law Firms.

Dr. Maynard Brusman, Consulting Psychologist & Executive Coach
Working Resources
Help Companies Assess, Select, Coach, and Retain Emotionally Intelligent Leaders
Box 471525
San Francisco, California 94147-1525
Tel: 415-546-1252
E-mail: mbrusman@workingresources.com

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How to Choose Your Executive Coach – 1

executive coaching certificationBy Hemant Karandikar

Executive coaching is a very powerful method of developing business leadership. There are a lot of leadership courses out there in the market. Many bear marque names of Ivy League business schools. Typically, leadership courses consist of some theory or concepts, case studies, and group discussions. The leadership courses revolve around the brand of a famous B-school or some charismatic speaker. If you have attended such leadership courses, you will remember feeling good about the intellectual stimulation and networking. But other than carrying a the heavy course material nothing really happens in your actual work. The so called investment does not give any other returns.

Executive Coaching, on the other hand, centers around the learner on the job. An executive coach helps the learner in identifying key areas of focus and helps in developing an action plan. Executive Coaching deals with the person, the job challenges, and the skills needed. Therefore executive coaching is very effective in developing leadership skills.

The question is how to select a good executive coach? This series deals with this crucial question.

This attribute is quite easy to miss -your executive coach must have integrity!

I know, integrity is a minimum requirement in every profession. But here it takes a different dimension.

Your coach is asking you questions. Your answers do not create a flattering picture of yourself. You get hot under the collar and wonder why I am paying this guy? Yet your coach presses on.

When an executive coach is confronted with a situation of conflict between professional duty (advice that is beneficial to client) and continuity of the coaching assignment he or she gives priority to the professional duty -that kind of integrity.

Such executive coaches are few in number. They also tend to focus only on large companies and their CEOs. You have to also ensure that he or she is accessible to you and also affordable.

Hemant Karandikar advises companies on business & brand strategy, on business transformation, and for achieving breakthroughs in business processes. He leverages this expertise in product creation projects for companies along with his design associates. He coaches business leaders and executives for developing leadership skills. Hemant founded Exponient Consulting and Learning Leadership.

Previously, Hemant was Managing Director, GWT Global Weighing (now Sartorius Mechatronics) and held position of General Manager at Philips India. He is an alumnus of Indian Institute of Technology, Bombay, India.

For comprehensive business transformation services, please visit http://www.exponient.com

For Onsite and online coaching for leadership development, please visit http://www.learning-leadership.com

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Executive Coaching – 3 Tips For Dealing With a Whiner

executive coaching certificationBy Jodi Wiff and Mike Krutza

We all have different trigger points – when the hair on the back of our neck rises and we have the strong desire to flee the room. For me it is when I hear ‘whiners’ begin with a tirade of their latest problem. I can feel my inner voice wanting to reach out and stop them in their tracks. I’ve learned a few tips that you may find helpful in dealing with the whiner in your workplace.

Tip 1. Don’t feed the dog. Do not get sucked into their vacuum of whining. It is a deadly trap. People become their food…as it gives them empathy. It feeds more whining and the direction of whining does not bring energy to the table, just a camaraderie of ‘poor us’.

When I mentor people, I give them a heads up about getting pulled into a whiner’s web…it doesn’t serve anyone well.

Tip 2. Be clear that the whining is the choice of the individual…the whining can turn the individual into feeling like a victim…’poor is me’. Life is tough, and we have all taken a turn at ‘whining’. Just be sure you know what you’re doing, and get over it. A 30 second whine is OK, knowing that you’re moving on after the 30 seconds is key. It is when people continue the whine, and feel sorry for themselves that it starts feeling more like they are acting as a victim. It you don’t like something, take action and move forward, slight as it may be…move forward.

3. Whining is a choice, one that is not accepted. Be up front and truthful – whining will have a negative impact on the team. Make it clear that workplace is a no whine zone.

Jodi Wiff and Mike Krutza, authors

Do you want to learn more about Organizational Culture? Download your organizational culture guide Organizational Culture.

Wiff and Krutza turned an organization around…culturally and financially. http://lighthouse-leadership.com

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Why Do Companies Use Executive Coaching and What Does it Involve?

executive coaching certificationBy Johnny E Smith

The main goal of Executive Coaching is to help individuals develop in the right way which will result in them reaching their potential quickly.

Companies can achieve this through a number of approaches and they must choose the most appropriate method for their particular organisation. These approaches are: leadership programmes, board development and executive coaching, managed coaching service to develop effective leaders.

Executive coaching has been taking over the board rooms in recent years. It is a very popular focus in the industry at the moment and is a great way to develop senior management needs and personal skills. The main aim is to try to improve performance or change certain behavioural habits. Executive coaching specialists recognise that coaching must be goal orientated and personally tailored to the individual.

Executive coaching is structured around a set of key variables. Firstly, the aim is to complete the training quickly and make sure that candidates have the ability to meet their coaching goals in a short space of time. This service places a great deal of emphasis on reaching set goals and maintaining both long and short term goals. As mentioned earlier it is also very closely tailored to the individual employee.

Some people may be confused as to why employers use executive coaching in the first place. Even though this type of service is not cheap and can cost larger companies a significant amount of money, many people might say that the benefits outweigh the costs. Employers use this form of training for a wide variety of purposes and for good reason. For example when a new senior member of staff is appointed they will need to be armed with the necessary skills to coach their team in the most effective way. This method can also be brilliant for greatly improving the personal development of highly talented individuals so that they can reach their potential quickly.

Another situation where this may be very beneficial is when a company is making changes and giving people slightly different job roles. When organisational change takes place it is useful to have someone making sure that the influential people in the company are still focused and performing in the correct way.

Find out more about Board and Executive Coaching as well as the latest information on Executive Interim Services with Penna the global HR consulting experts!

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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

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Does Executive Coaching Create Dependency? by leadership training, executive training, corporate coaching

executive coaching certificationThis article explores the possibility of dependency in the executive coaching dynamic between the coach and his/her client. Often even though discouraged, executive coaches may give advice or have a strong bias of direction that creates a hidden reliance. So does executive coaching create dependency?

This question is an interesting one as it has payoffs for both parties. The client feels a sense of security knowing that he has someone to call upon when wavering with any challenge. The executive coaching professional by creating dependency ensures that his client remains loyal and that continuity of business ensured.

Please don’t get me wrong. I’m not saying that this is always the case however I have seen it happen far too often for my liking. Surely the aim of executive coaching is to create self reliance? A coaching job is well done when the executive coaching professional makes himself redundant!

At what point does the extent of guidance, questioning and suggestion need to stop and at what point does the onus revert to the client? This has been question that executive coaching professionals have been toying with for ages. To know the answer is to fully know the client’s understanding and knowledge of the issue at hand. It is easy to pass the buck to the coach and it’s a lot more challenging to squeeze the answer out of the client.

Suggestions of encouraging the client beyond his comfort levels and challenging him to take calculated risks may start to bring some light to this question. Knowing the boundaries is of crucial importance for the executive coaching professional as he walks the fine line between pushing too far and not far enough.

Egoless coaching can shed another angle of thinking on the subject. When there is little ego in the executive coaching dynamic there is no need to control, advise or be right. There is also little attachment to how the results will all pan out. Naturally great results are imperative but there is a big distinction between ego attachment and achievements of coaching outcomes.

Another point to consider is setting the executive coaching agreements upfront. This involves the needs, expectations and promises that each party makes to the other. When this is clearly stated if will be fairly obvious as to the extent of possible dependencies that may occur further down the line.

If the expectation of the coach is to be the oracle and help provide the necessary solutions the result will be total reliance. If however the boundaries are clearly set as to the extent of assistance then the potential for dependency is reduced.

I am also aware of the time pressures that executive coaches are under and that results need to be achieved in short time frames. In cases like these resilience and process explanation would go far in communicating to the powers that be what is realistic and sustainable.

In this way the problem of dependency can be vastly reduced.
The company specialised in leadership training, executive coaching and corporate coaching

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