UPCOMING WEBINARS
Who do YOU choose to be?
Andreas Bernhardt on Different Aspects of Listening
RESEARCH YOU WANT TO KNOW
Who Do We Choose to Be? Facing Reality, Claiming Leadership, Restoring Sanity in A Turbulent World-Dec 11 Team Coaching: A Deep Dive-Jan 24
COACHING REPORT
DIRECTOR'S CORNER
Presence in Executive Coaching Conversations – The C2 Model
Remembering Judith E. Glaser
Attending: Medicine, Mindfulness, and Humanity by Ronald Epstein, MD
IN REMEMBRANCE
December 2018
BOOK OF THE MONTH
COACHX
As we approach the close of another tumultuous year — with devastating fires, floods, school shootings, political drama, re-emergent cold wars, economic gyrations — it feels fitting to step back for a moment, breathe, and perhaps reflect on a question for our times: who do you choose to be as a coach, as a human being, in these volatile times? I’m hoping that best-selling author, Margaret Wheatley, won’t mind me borrowing this question from her powerful book: Who Do We Choose to Be? Facing Reality, Claiming Leadership, Restoring Sanity in A Turbulent World. Wheatley calls for leaders to be steadfast, trustworthy and present in these challenging times. And so too, as coaches, we need to continuously build our capacity to be fully awake — centered, compassionate, and courageous — in our work. We may not be in positions of direct leadership, but the science is clear: coaching has impact. In fact, as IOC Harnisch grant awardee Sean O’Connor’s research indicates, there is a ‘coaching ripple effect’ whereby coaching has influence, not just on the client but on the whole system in which it is embedded. Recently, I collaborated with Senior Instructor, and Lead Executive Coach at ESMT, Andreas Bernhardt (see this month's featured CoachX), on a workshop to help coaches elevate their impact in high stakes situations in the C-suite. Reflecting on how we show up as coaches, Andreas and I identified three ‘P’s of coaching agility: Presence, Perspective, and Persona. We asked the attendees to reflect on the following: Presence: What is your physical, emotional, and mental state as you enter the coaching space? Are you self-reflective, grounded, centered, and ready to listen? Do you trust the process? Trust the client? Trust yourself? Are you focused on having the answer or planning moves? How do you integrate mindfulness practices into your work? Perspective: Are you aware of your own biases or personal agendas as you coach? Are you aware of how your training as a coach, consultant, psychologist, or business person may influence your listening? Are you continuously looking to expand your horizons for listening — with curiosity? Open-mindedness? Persona: Are you aware of the multiple roles you play when coaching? Are you an advisor? Healer? Teacher? Parent? Expert witness? As Tatiana Bachirova demonstrates in her research, we all have multiple mini-selves that emerge in the coaching dynamic. We (and our clients) are much more than a singular self. The key to success: become aware of the multiple roles you play — and more conscious in choosing who to be, and when. I hope the questions above inspire you to reflect on your practice as this year winds down. For a deeper evidence-based dive into the topic of presence, our Research You Need to Know this month includes Roger Noon’s dynamic, relational C2 Model, from his work on Presence in Executive Coaching Conversations. Our book selection this month, Attending: Medicine, Mindfulness and Humanity, by Ronald Epstein, M.D. borrows from another helping profession — where the choice of how to be can have life and death consequences. Dr. Epstein’s reflections on how physicians’ attend to their patients is beautifully analogous to how we aspire to be present with our coaching clients. Finally, please join us to hear from one of the most important voices on leadership and coaching of our time: Margaret Wheatley. Meg will present a webinar for the IOC on December 11th, and she will surely remind us that in times like these, "we are all called to step forward, hold our ground, and support the human spirit." Season’s Greetings, Jeff
Director's Corner
research you want to know
Presence is considered by the practitioner community to be a key factor in coaching effectiveness and is recognized as an important coaching competence. Yet to date, there has been little formal research into this phenomenon in executive coaching. By adopting a constructivist stance, this qualitative study uses the methodology of conceptual encounter, combined with the novel extension of a focus group to map the structure and nature of presence in this context. Findings generated the “C2 Model,” which highlights the importance of client presence, emphasizes a dynamic nature, and suggests a link to wellbeing and moments of insight. Conditions for presence were also reported and its utility was assessed. Overall, the study concludes that presence is a way of being that is an important factor in effective coaching and relevant to both client and coach.
Noon, R. (2018) 'Presence in Executive Coaching Conversations – The C2 Model', International Journal of Evidence Based Coaching and Mentoring (S12), pp.4-20. DOI: 10.24384/000533 (Accessed: 23 November 2018).
With his “deeply informed and compassionate book…Dr. Epstein tells us that it is a ‘moral imperative’ [for doctors] to do right by their patients” (New York Journal of Books). The first book for the general public about the importance of mindfulness in medical practice, Attending is a groundbreaking, intimate exploration of how doctors approach their work with patients. From his early days as a Harvard Medical School student, Epstein saw what made good doctors great—more accurate diagnoses, fewer errors, and stronger connections with their patients. This made a lasting impression on him and set the stage for his life’s work—identifying the qualities and habits that distinguish master clinicians from those who are merely competent. The secret, he learned, was mindfulness. Dr. Epstein “shows how taking time to pay attention to patients can lead to better outcomes on both sides of the stethoscope” (Publishers Weekly). Drawing on his clinical experiences and current research, Dr. Epstein explores four foundations of mindfulness—Attention, Curiosity, Beginner’s Mind, and Presence—and shows how clinicians can grow their capacity to provide high-quality care.
Book of the month
Attending: Medicine, Mindfulness, and Humanity
Andreas Bernhardt on Aspects of Listening
Coaching requires that we shift our presence, perspecitve and persona. How can listening help coaches become more agile?
upcoming webinars
coachx
Who Do We Choose to Be? Facing Reality, Claiming Leadership, Restoring Sanity in A Turbulent World Presenter: Margaret Wheatley December 11, 2018 - 1:00 PM-2:15 PM OPEN TO THE PUBLIC
In recent years there’s been a surge of interest in the practice of team coaching. This is true not only for practitioners (as more executive coaches turn their attention to teams, while more team consultants incorporate coaching), but for clients as well. Increasingly, organizations are making direct requests for team coaching. Yet there remains some confusion about what team coaching really is. Practitioners and clients alike struggle to differentiate between this type of work and the related practices of team building, training, facilitation, coaching and consulting. In this webinar, we will offer a perspective on team coaching that’s been refined over more than 20 years of work with hundreds of teams, in more than 30 countries. You will walk away with: Clear distinctions between five team development practices, or “modalities,” with the benefits and limitations of each—including the unique contributions of the team coaching modality Understanding of the Corentus Team Coaching Model and its three components: sensing, being, and making moves Simple, yet powerful tools to structure your sensing data and drive effective coaching moves Experience using your sensing and move-making “muscles” through real-time observation and practice Tips for introducing team coaching methods within the context of your existing work We hope you’ll join us for an interactive and engaging discussion on this exciting and rapidly expanding field of practice. Presenter: Alexander Caillet and Amy Yeager Host: Jeff Hull
Team Coaching: A Deep Dive January 24, 2018 - 11:30 AM-1:30 PM
In this time as things fall apart, and in the midst of increasing fear and turmoil, Margaret Wheatley summons us to become leaders and reclaim leadership as a noble profession that creates possibility and humaneness. We need leaders in all sectors of society who put service over self-interest, aspire to be steadfast and trustworthy through crises and failures, and commit to staying present for the people and causes they care about. We need leaders who recognize what harm is being done to people and planet through practices that dominate, ignore, abuse, and suppress the human spirit. Because of these needs, coaches play a paramount role in supporting leaders to step forward and hold their ground in support of the human spirit.
In Remembrance of Judith Glaser
It is with great sadness we share that our dear friend and IOC Founding Fellow, Judith E. Glaser passed away after a long battle with cancer on November 18, 2018. Throughout her career, Judith studied and researched in various academic fields including human behavior and development, psychology, anthropology, linguistics, neuroscience and transformational social sciences. She authored seven books, including Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results (2013). In partnership with Benjamin Croft and WBECS, Judith launched Conversational Intelligence for Coaches, a 7 module, enhanced digital program with full certification. And she was also co-founder and chairman of the Creating WE Institute, a global research organization focused on the neuroscience of “WE” and organizational leadership. Judith’s inspirational mission was to change the world “one conversation at a time.” She believed asking beautiful questions and having difficult conversations can allow for deeper connections. May her memory be a blessing. We celebrate her life by sharing with you her CoachX video: “Bringing People In.”
in remembrance
Call for Editor-in-Chief Applications Coaching: An International Journal of Theory, Research and Practice Deadline: December 31, 2018
Applications are invited for the post of Editor-in-Chief for the journal Coaching: An International Journal of Theory, Research and Practice. This post will start in April 2019 and will be for an initial term of three years. Main responsibilities include Solicit, receive and process contributions to the journal through the peer review process via the online submission system ScholarOne Manuscripts™. Appoint Associate Editors and Editorial Board members. Maintain and enhance the journal’s quality and reputation. Work with the publisher and the Editorial Board to develop the editorial strategy and direction of the journal and to serve as ambassador for the journal. Liaison between the Editors, the International Editorial Board, the Association for Coaching, the Institute of Coaching, and Routledge. Qualifications and experience Ideally a candidate will have a relevant PhD and/or counselling qualification as well as a breadth of knowledge in the various topics, research methods, and professional issues encompassed by Coaching. Experience with the peer review process associated with scholarly work, and of editorial board membership is highly desirable. Candidates need to demonstrate enthusiasm for continuing to build the publication’s content and reputation; and maintenance of high standards in research. Candidates will have the ability to exercise timely, clear, and fair judgements in difficult decision-making circumstances, as well as excellent organisational skills and a high degree of commitment. Routledge will provide an annual financial contribution to the expenses incurred by the Editor in fulfilling her/his responsibilities. A detailed list of tasks and responsibilities is available from the Managing Editor. Please find additional information about the journal and application procedure here.
ANNOUNCEMENTS
New Issue of Philosophy of Coaching Now Available
From the Editor's introduction: In 2013, when I started my coach training with the Coaches Training Institute (CTI), I’d spent almost 20 years, on and off, in academia, and felt incredibly liberated by CTI’s almost diametrically-opposed, highly experiential, embodied approach to learning and development. But as the training and certification progressed, I became increasingly aware of a gaping hole at the heart of it – there was absolutely no theory being presented to support the practice. And while the practice was sound – clients really were positively impacted in the ways they were looking to be by the practices taught – I couldn’t help thinking clients would be even more positively impacted if coaches knew why and how the practices worked. So began my own search for a theoretically-informed approach to coaching, which broadly coincided with the founding of this journal. Positive Psychology, Intentional Change Theory, Adult Development Theory, Neuroscience, as well as many theories borrowed, in part and in whole, from psychology, psychotherapy, psychoanalysis, philosophy and postmodernism, have informed my practice since then, and have been explored, assessed and analyzed in the pages of this journal. The Call for Papers for this issue put theories of coaching front and center, asking: How are theories of coaching different and how are they similar? From where do they get their authority i.e. what evidence base, history or logic do they draw upon, and how do we evaluate that evidence base, history or logic without bias? How do coaches and clients experience these different theories? What possibilities do these theories open up for coaches and for coaching clients? How are these theories represented in mass media, and what is the impact of those representations on coaches and clients? How do these theories work together or fail to work together to support coaching practice? The five articles in this issue address these questions in different ways: Sheila Boysen-Rotelli’s article, ‘Coaching effectiveness: Coach and coachee characteristics that lead to success,’ brings together research on coaching competencies that lead to effective coaching, with new research on coachee competencies that are proven to support coaching effectiveness. Boysen-Rotelli concludes that coaching effectiveness is the shared responsibility of coach andcoachee, and ranks competencies for both in a visually-represented coaching effectiveness model. JP Jakonen and Matti Kamppinen, in their article, ‘Integral framework as a systemic foundation for coaching,’ argue for an integral approach to coaching, based on Robert Kegan’s subject-object theory and Ken Wilber’s integral theory. They see integral theory as the answer to the problem of partiality inherent in most every (other) theory, concluding that integral coaching supports the development of “systemic wisdom cultures.” Tony Fusco’s article, ‘Authentic leadership development: Some philosophical, theoretical and practical dilemmas answered through Group-Coaching and the ALD360,’ points out some of the compromises of current authentic leadership development initiatives, which he claims put “the cart before the horse” by over-determining the meaning of authenticity. Fusco attempts to reverse the order of horse and cart by allowing each individual to more clearly define for themselves what authentic leadership and authentic leadership development looks like for them. Gisella Mercaldi, in her article ‘Is developmental coaching morally acceptable,’ raises some of the same concerns as Fusco, arguing that power dynamics operating in the background of any coaching engagement threaten to compromise the freedom of the client in the interests of larger economic and social forces. This compromise is made all the more disturbing by virtue of developmental coaching being understood, both by individuals and the larger society, as the exact opposite, as a pathway to individual freedom. Mercaldi concludes by complexifying our understanding of what it means to be a ‘self’ and to have a meaningful relationship with ourselves and others. My own article, ‘Whose values are you living when you’re living your values: An existential approach to values clarification coaching,’ challenges overly simplistic and reductive approaches to values clarification coaching. Drawing on the literature of existential philosophy and existential psychotherapy, I outline some of the tools Kierkegaard, Nietzsche and Heidegger developed to determine subjective truth, of which individual values are a part, concluding with a deeper and broader approach to values clarification coaching that leverages insights from existentialism. This issue closes with a model book review, in my opinion, written by Krish Iyer. The book reviewed is Daniel Goleman and Richard Davidson’s Altered traits: Science reveals how meditation changes your mind, brain and body. To download the complete 90-page issue, available free of charge for a limited time only, click here.
IOC Silver Sponsor: Hudson Institute of Coaching
sponsor of the month
Hudson Institute of Coaching, founded in 1986, is a training ground where leaders and professionals learn how to sustain resilience, develop an inspired vision for the road ahead, and focus on key areas of development that will further their possibilities in their work and life. Through corporate services, open enrollment seminars, coach certification programs, and a product line, the Institute has worked with thousands of leaders and hundreds of organizations. Individuals today manage immense amounts of ongoing change in all levels of their lives. The freewheeling forces of change cannot be contained or controlled the way they were a few decades ago. Unpredictable change penetrates directly into our lives, and we need to understand how to live and work creatively in a world of flow, which has more options but less predictability and overall safety than the linear world we once knew. Today successful leaders need the capacity to manage themselves, consciously and continually grow their capacity and effectively operate from the inside out anchored in purpose, passion, vision, and staying power. Hudson trains leaders, professionals and coaches to facilitate these qualities in their clients, and works with companies to instill these qualities within the culture and work teams of the organization.
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