This article outlines the basic concepts in coaching and skills required to be successful.
With coaching science in mind, every coach can answer these 3 questions:
Does coaching work? How and why does it work? What is the wider impact of coaching?
These are core questions that clients and organizations consider when making the decision to invest in coaching. Every coach can answer these questions with confidence by understanding the strengths and limitations of the coaching literature. This feature summarizes the most recent (2018) review of the strengths and limitations of the literature on (external) executive coaching outcomes. This is a feature you will want to refer back to often.
We asked our senior advisor Lew Stern to weigh in from his perspective on what it takes to embark on the coaching journey.
Self Reflection: Growing Your Skills
We often meet with a client before deciding whether to proceed forward. At times this is to allow the client to choose who, as a coach, is best for them. The chemistry meetings described here are for a executive coaching engagements. However, the concepts are equally useful and applicable for life and health coaches. ...
Executive coaching continues to grow- in popularity and prestige. Yet there still is no widely agreed upon definition or set of professional standards. Neither is there any agreed upon set of qualifications or training for executive coaches. This
Handbook was conceived as a step in establishing guidelines by starting a dialogue in the field about what executive coaching is, when and how to use it effectively and ethically, and how to measure its efficacy.
Engaging effectively with client organizations and the individuals you coach can make or break a coaching project and how you are viewed as a coaching professional. We look at what defines a client engagement, steps in the process, including how to decide if to proceed with the organization, and then with the individual client and deciding whether or not to have a chemistry check.
Interview with Lew Stern PhD and Joan Ryan, JD, Founding Fellow of the Institute of Coaching on building your professional practice presented at the Coaching in Leadership and Healthcare Conference 2013 (23 minutes) Lew Stern PhD
Learn about how to build, refocus and expand your practice from Lew Stern, PhD, the author of Executive Coaching: Building and Managing Your Professional Practice and co-author of The Executive Coaching Handbook. Learn how to--set personal goals, understand your value proposition, market your practice, build a coaching network, expand your toolbox, and much, much more! This podcast was faciliated by Joan Ryan, JD and Founding Fellow.
Many coaches know they should be investing in marketing, but often feel overwhelmed by the sheer volume of options for branding and promoting their practice. The key to successful marketing is to make smart choices for your particular practice, and to target your audience accordingly. In the past, this knowledge might take decades to hone, but in today's rapidly growing and changing coaching landscape, with AI/tech/Ap options exploding, it behooves coaches to accelerate their learning and tap into all the resources available, but in wise and strategic ways.
In this podcast Lew Stern discusses together with Carol Kauffman on how to build and market your practice based on your values, talents and skills.
Founding Fellow Joan Ryan faciliates this podcast with Lew Stern, PhD who discusses coaching assessment for the 21st Century. Lew is a Senior Advisor to the Institute of Coaching at McLean Hospital/Harvard Medical School, Clinical Instructor at Harvard Medical School, and Non-clinical Consultant at McLean. Lew serves as Executive Director of the Foundation for International Leadership Coaching, and President of Stern Consulting....
Dr. Lew Stern shares his PowerPoint presentation on Executive Coaching: Building and Managing Your Professional Practice.
Coaching Chemistry Checksheet
The following tool can be given to the potential client at the beginning of the Chemistry Meeting with the Coach having a copy of his/her own to complete during the meeting. After completing the Checksheet together, the coach and coachee decide together if they want to working together in a coaching relationship.
In this Masterclass we share six coaching tools to use in order to help clients build their communication skills. The scope of these ranges from those focusing on micro skills, the arc of ideal communication, and feedback. Together these tools can help us when we work with clients to increase their self-awareness and capacity to shift their habits when receiving and communicating information.
With the Funneling technique you can help clients draw on effective active listening techniques using a visual model. As you see below, it starts at the top of a funnel to represent the importance of starting a discussion with an open mind and open-ended questions. Gradually, the technique moves down the funnel to focus on more and more specific information and conclusions.
When people give feedback is often held back or given in the heat of the moment. Other times negative feelings you have about what someone you work with does are stored up over time until the feedback comes out to a degree that is way out of proportion to the current situation.
Most people are less than mindful to actually decide the purpose of giving feedback. If they decide that it would be helpful to do so, they often would benefit from taking the time to plan the “who, what, how, and when” of giving the feedback.
The following Worksheet serves as a guide for a coach to work with a client to be more mindful when they have feelings about what someone has done or is doing and they would like that person to do something different.
Feedback is often held back or given in the heat of the moment. Other times negative feelings you have about what someone you work with does are stored up over time until the feedback comes out to a degree that is way out of proportion to the current situation. Most people are less than mindful to actually decide the purpose of giving feedback. If they decide that it would be helpful to do so, they often would benefit from taking the time to plan the “who, what, how, and when” of giving the feedback. The following Worksheet serves as a guide for a coach to work with a client to be more mindful when they have feelings about what someone has done or is doing and they would like that person to do something different.
Video coaching is a way of helping individuals see and hear themselves as others see them. In a supportive, private environment, the individual works with the coach to identify areas for improvement such as: communication, presentation, style, body language, listening, influence, trust building, assertiveness, conflict management, giving feedback, and inspirational leadership. They interact with the coach and others in controlled situations to gain self-awareness of the messages they give to others through their words, tone and inflection, and non-verbal language. Short (typically three-minute) videotape recordings are made and immediately played back to the person being coached for the person to see him or herself as others would....
Presentations are often used to communication information without focusing on the responses the presenter wants to evoke on that part of the audiences. This tool helps the client focus what he/she will present for specific audiences.
Rather than concentrating on PowerPoint slides, the focus here is on knowing the audience, deciding what the client wants them to know, understand, think, feel, or do as a result of the presentation. This shift from the “slide-deck” to the desired response of the audience is often a significant change in mindset for the client.
Rather than trying to fill the audience members’ heads with information, the client needs to think ahead of time about the frame of mind of the audience and how he/she wants the audience to respond as a result of the presentation experience....
Both new and experienced managers need to continuously learn and revisit what information they need to share with their key constituents (Board members, the leadership team, boss, peers, employees, customers, investors, the public, etc.).
Senior leaders and leadership teams need to focus on vision and strategy with a focus on the big picture and the future. Managers, management teams, and individual professionals need to focus more on tactics, details, and areas of their own areas of specialization or responsibility. ...
Great coaches move us. They move us through a basic human process — our emotions. The effective coaches establish a deep emotional connection with others called resonance. They are literally, in tune with others around them. They create and nurture these resonant relationships through mindfulness, hope, compassion, and playfulness. In coaching, the combined effect of vision based coaching and resonant relationships with the client results in dramatically more effective coaching experiences. Unfortunately, most coaches are too focused on problems and specific remedial goals and lose their effectiveness over time....
This MasterClass provides useful resources for strategic coaching sessions. Specifically, a number of different tools are provided for coaches to use to help leaders develop their capabilities in one or more of the following areas:...
In these uncertain times, where individuals and businesses are struggling to adapt to current conditions, leading and guiding others with resilience is more important than ever. Resilience is inside all of us but requires active effort to draw on it in. Executive coach and VP of Learning & Development at AceUp, Pratt Bennet, will present the science of leading with resilience. He will give concrete science-backed strategies for tapping your personal and organizational resilience, and we’ll hear from a panel of prestigious CEO's, CHRO's, and CPO's who will share their challenges and responses to the current crisis and discuss how they have used resilience to navigate difficult business conditions in the past.
From Post-Traumatic Stress Disorder to: Present Traumatic GROWTH. The term PTSD is being thrown around in ways that are not helpful. Did you know 2/3 of those experiencing trauma report feeling stronger as a result?
This tool helps leaders to tap into what they care about most and the passion that may be buried within that will drive them to greatness and inspire others to follow them into the future.
There are many views and definitions for terms used in strategic planning. The following is one set of definitions you can use to demystify the complexity of these terms and simplify and differentiate them for the leaders you coach. The following worksheet provides twelve basic questions for your clients to answer with you and with the people they lead to begin to develop their own values, vision, mission and strategy.
When your clients need to build greater awareness, expertise and a plan to lead their organization’s strategic planning, the following tools can serve as a guide in coaching to help them begin or improve their process.
This article provides strategic coaching tools that focus on: Strategy Implementation: Objectives, Approaches, and Initiatives
Coaching high velocity leaders – either startup founders or leaders operating inside of fast-growing companies – brings unique challenges. Leaders in these environments have to adapt very quickly in a context of imperfect information and fast moving scenarios. They are (either consciously or unconsciously) managing their own emotions and the nerves of their executives and employees.
In light of this, coaches – who provide both safe space to think through ideas and emotions as well as constructive challenges – need to be able to adapt their style to leaders in these situations. And prepare for your own personal growth.
Using real-life case studies, you will learn:...
Reinhard Stelter makes the case for coaching to evolve to a next level he describes as “Third Generation Coaching.” Here the coach becomes a fellow human companion by moving from facilitator to a co-reflective partner.
To engage in third generation coaching (Stelter, 2014; 2019) as a transformative and fruitful dialogue, rather than focusing on reaching goals the dialogue elicits the client’s reflections on core values, which drive personal enthusiasm at work and may be beneficial for the whole organization.
Reinhard describes case studies and explores the key relational factors of third generation coaching and their impact on the coach-coachee relationship:...
Carol Kauffman explains understanding and misunderstanding PTSD, how it's different from Post-Traumatic Growth and the pathway for helping coaching clients become stronger from experienced trauma. Hosted by Meyler Campbell
Carol's related LinkedIn article: PTSD is the Wrong Way to Think
Observation of hundreds of coaches in an assessment centre or development centre environment has revealed four mind-frames that represent increasing levels of coach maturity. In this webinar, Prof David Clutterbuck explores each of these mindsets in turn and what the transition from one to the next entails. He reveals some of the challenges that result from a mismatch between the coach’s level of maturity and the needs of the client. Finally, he will share practical ways of achieving higher levels of coach maturity, within a clear personal Coach Development Plan.
A short clip, discussing critical incident debriefing and shame tools for leaders, from Whitney Johnson and Carol Kauffman's April webinar: We've Been Disrupted, Now What?
A short clip from David Petersen's Conference Talk, discussing the dual importance of learning a new skill (Action) and developing the meta-ability to consciously manage where we direct our attention (Reflection)
We all know about the importance of self-care, we all have an acute awareness of our needs, and we have different ways of ensuring self-care. And yet, there are moments when we realize that we haven't properly looked after our needs. We even haven't been the best we could be for our clients. What can we do to increase our awareness of self-care? What are the different ways we look after ourselves and restore ourselves? And how do we deal with what gets in the way?
Most of our coaching clients are all-too-familiar with the nagging voice of doubt and criticism inside their heads. This voice, often referred to as the Inner Critic, is one of the key roadblocks holding our clients back from achieving their coaching goals. But is that voice the authentic voice of our client, or is it just a part? What wisdom can we learn from listening to all of the thoughts, feelings, and emotions of our client?
Below, 11 Institute of Coaching Fellow Members share their best advice for ways you can help your clients explore and manage their inner critic.
Coaches collect great questions, and reference numerous books on coaching questions. Today’s dose is the result of gathering coaching questions from IOC fellows and affiliates in recent zoom huddles we have been holding to keep us all connected and supported. They are a starting point for your pandemic collection of great coaching questions.
Previous research has demonstrated that Solution-Focused (SF) coaching can help individuals to attain positive outcomes. However, not much is known about the processes through which these positive outcomes are achieved. In two experiments, we subjected undergraduate students to either SF or Problem-Focused (PF) questions about their study-related problems. In Experiment 1, we hypothesized and found that SF questioning (as compared to PF questioning) leads to higher positive affect (H1a) and lower negative affect (H1b). Contrary to our expectations, SF questions did not lead to higher attentional control (H2). In Experiment 2, we aimed to replicate the hypotheses for positive and negative affect and additionally hypothesized that SF questioning leads to higher cognitive flexibility (H3a). The results supported these hypotheses....
We dedicate this dose to Tony, an exploration of one of his recent papers. Tony and his close colleague Sean O’Connor wrote the 2019 paper — A Brief Primer for Those New to Coaching Research and Evidence-Based Practice, published in The Coaching Psychologist. In appreciating this dose, Tony’s work lives on through all of us, as we develop an eye for coaching science.
Executive Summary: Coaching needs robust quantitative outcome studies and meaningful coaching effectiveness measures (De Haan & Duckworth, 2012). Coaching effectiveness research needs to develop rigor and status similar to other helping professions (Passmore & Theeboom, 2015) to sustain coaching credibility (Gray, 2011). Currently, most coaching effectiveness studies present design limitations that impact upon conclusions, for example: self-reported measures; lack of random allocation; data being collected in a pre- and post-coaching design (or at three data points)....
Introducing the first truly evidence-based study of coaching effectiveness
If you are interested in bolstering your coaching practice with serious, well-documented and academically rich research – now is your chance to learn, discuss, and grow!...
The coaching research literature, including more meta-analyses more recently, shows overall that coaching can produce a wide range of positive effects for clients including improved self-efficacy, self-regulation, job performance, well-being, coping, and attitudes. At the same time, the professionalization of any field calls practitioners to understand the downsides and limits of their interventions, including coaches....
Based on the highly respected new book Coaching and Mentoring Research: A Practical Guide, this webinar provides coaches an introduction to bringing the best practices of research into their work. Based on 20 years of conducting and supervising research, as well as membership on the IOC Scientific Advisory Committee, Dr Oades and co-authors distill key issues, tips and methods for new or part-time coaching researchers into a practical guide. Using a coaching approach, including the GROW framework, this volume breaks down the key steps of the research process, enabling you to use your existing coaching skills to leverage, learn and conduct research to deepen the scientific base of your practice — and the profession.
In this interactive webinar you will learn to:...
Whereas coaching is very popular as a management tool research on coaching effectiveness is lagging behind. Moreover the studies on coaching that are currently available have focused on a large variety of processes and outcome measures and generally lack a firm theoretical foundation. With the meta-analysis presented in this article we aim to shed light on the effectiveness of coaching within an organizational context. We address the question whether coaching has an effect on five both theoretically and practically relevant individual-level outcome categories: performance/skills well-being coping work attitudes and goal-directed self-regulation. The results show that coaching has significant positive effects on all outcomes with effect sizes ranging from g = 0.43 (coping) to g = 0.74 (goal-directed self-regulation)....
Recent systematic reviews and meta-analyses have shown that coaching in organizational settings can be helpful in a variety of ways, including improving leader performance and work satisfaction, reducing stress, enhancing confidence, improving resilience and well-being, and bolstering goal attainment (Grover and Furnham, 2016). However, while the empirical coaching literature has burgeoned in the past decade, investigations into the impacts of coaching have remained somewhat one-dimensional, with simple pre/post designs the predominant approach to assessing change over time. ...
Global leadership is under threat and understandably faces criticism, due to: a dearth of definitions of what leadership is or does; a struggle therefore to pass ‘it’ on (i.e., a lack of trust in leadership training & development); a great many underwhelming leaders; and growing worries about the cost of leadership derailment, exacerbated by hubris and overdrive. This keynote will explore ways in which coaches can make important differences in these domains, presenting new research on coaching effectiveness backing this up....
Erik de Haan is Director of the Ashridge Centre for Coaching and Professor of Organisation Development and Coaching at the VU University Amsterdam.
He published nearly 200 professional and research articles and 12 books, covering his main fields of expertise as a leadership and organisational consultant, facilitator and coach. He focuses on OD consulting, supervision, action learning, politics and power, leadership hubris, the organisational unconscious and emotional aspects of working in teams and organisations.
The IOC is a global community of coaches.