The Coach's Skillbase
In the AEC Framwork there are three key areas of competence that are required of the executive coach.
- Core Coaching Skills
- Understanding of psychological theories and practices that underpin coaching practice
- Appropriate knowledge of Business, Leadership and Management relevent to the client population being coached.
Core Coaching Skills
John Leary-Joyce was the first to propose four levels of coaching practices - Skills; Performance; Development; Transformational Coaching. While these levels differ in terms of the depth of personal change initiated by the coaching, all have the primary objective to improve the effectiveness of the coachee.
The Core competencies involve the ability to:-
- Establish the coaching alliance
- Manage boundaries
- Work on the coachees agenda
- Hold the focus on specific goals
- Actively listen & skilfully question
- Promote a climate of motivation
Psychology Therapy Counselling
While a broad and very diverse field, the emphasis is on the individuals personal growth and well being within a social environment. Counsellors, Psychologists, Psychotherapists would demonstrate a range and level of competence in managing the client relationship to treat profound and complex psychological conditions, handle extremes in emotions and in some fields, work with family systems.
An Integrative approach, which is utilised on this programme, combines the four of the primary psychotherapy frameworks.
- Cognitive behavioural perspective - a here &
now focus on thoughts, feelings & behaviour to understand and solve discrete problems.
- Developmental perspective - focuses primarily on how events in childhood profoundly influence the way we respond to the world today. Adult development models are sometimes
employed.
- Systemic perspective - emphasises that our experience is shaped primarily by the social context in which we function.
- Existential perspective - the nature of our existence and reason for being brings a more profound and transpersonal focus.
Business Management and Leadership Skillbase
Here the skillbase has been developed through having a management
role in a corporation or small business.
It involves :-
- Leadership - Motivation, Presence, Inspiration, Innovation, Communication
- Business Acumen - Vision, Strategy, Corporate Governance, Financial management, Marketing/Selling, Entrepreneurial approach.
- Operational Knowledge - Specific to industry sector, Technical skills, Customer handling, Performance measurement
- Management of - Teams, People, Time, Projects, Resources.
The Coach's Self Identity
"The Highest goal man can achieve is the awareness of his own attitudes and ideas - knowledge of himself provides him with the means to gain intimate knowledge of the minds of others"Goethe
Personal Awareness and Development
By understanding yourself you are able to understand others.
Being aware of and utilising your emotions and personal reactions
for client interventions is a very effective skill to master.
 In
the Kubler Ross change cycle the period of shock / denial
/ blame leads to a period of confusion and uncertainty, the
most difficult and uncomfortable phase.
The Paradox of Change model supports the belief that when
we fully engage and learn about this phase we catapult out
into surprisingly creative and productive action/activity.
We are identifying four components to Personal Development:-
- Emotional Awareness
- Cognitive knowledge
- Behavioural skills
- Transpersonal / Existential Awareness
These components are inextricably linked, so change in one area affects the other three.
An EQ self-assessment questionnaire is used on the programme to help identify strengths and areas for development.
1. Emotional Awareness
Emotions are the expression of the impulsive and physical reaction in our bodies in response to a situation. Often emotions are suppressed leading to a loss of vitality and spontaneity. However, through greater understanding, awareness and behavioural skills we learn manage those emotions constructively.
This is particularly important when handling conflict or bereavement were strong emotions like anger and/or distress are being expressed.
An Advanced Coach strives to be fully aware of his/her emotions, is able to sense or intuit what the coachee is feeling and make appropriate emotional responses.
2. Cognitive knowledge
By understanding our motives, values and mindsets we change our emotions and behaviour.
We grow up with family, social and cultural belief patterns that are self-limiting. The programme will use a variety of methodologies e.g. NLP and TA to help reframe much of that negative 'mind-talk' into a positive 'can do' attitude.
We will also help you define your core values and know your 'bottom line' so setting boundaries and contracting becomes a clearer process.
3. Behavioural skills
We have patterns of behaviour that stem from habitual cognitive and emotional responses. By consciously changing how we 'do' things, we increase our skills base and improve our performance and presence.
On the programme we will encourage you to:
- Experiment and rehearse as a way of learning through trial and error.
- Take Action - getting on and implementing rather than
talking about it.
- Model the behaviour of others - a powerful way of embedding a different way of relating.
- Let go , of trying to control - doing nothing or waiting is often the hardest behaviour.
4. Transpersonal / Existential Awareness
Our lives are punctuated by periods of deep reflection and searching for an existential meaning and purpose to life.
Often brought on by personal crises, but for many, having achieved a major goal, a successful career or simply "mid life" brings the questions, "What next?" "What's it all about?"
Also, for many in business, spiritual or religious beliefs and practices are rarely voiced but constantly shape their values and morals.
The Advanced Coach therefore needs to be familiar with their own existential/spiritual journey and how it manifests in others. The executives who hit that confusing phase can then be helped to find clarity and renewed direction.
Coaching Relationship
Initiating the Coaching Relationship
Establishing the contract is critical to the whole process.
Agreeing that any measurable parameters are clarified and
put in place. Financial arrangements & cancellation made
clear. These ensures that extraneous frustrations are avoided.
Developing the Coaching Relationship
The quality of the coaching alliance is the key indicator
of a successful outcome. Being able to engage in both a highly
personal and empathic manner yet holding an objective and
professional position is the mark of an Advanced Coach.
Utilising our internal reactions as useful data for interventions,
knowing how, when and with what strength to challenge or support
the coachee's behaviour/attitude. This requires Advanced Coaches'
having a high "EQ".
Working within agreed professional boundaries and
ethical code
Ensuring confidentiality and how reporting back to the organisation
would be conducted.
Attending to how the coaching relationship affects
and is affected by the client system.
This raises the phenomena of Parallel Process an intriguing
perspective that can be very illuminating.
Client System
The Executive Coachee functions within an organisational context, therefore coaching involves working on four interconnected levels :-
1. Executive’s Business Objectives
The primary reason for entering into a coaching relationship is to improve business results. Clarifying the wider Organisational strategy and goals and the link with those of the coachee.
Being able to identify and track the implementation of SMART targets. The coach's own business acumen will be of value here, while being watchful of the temptation to give advice!
2. Executives Individual Identity
As with the Coach, the Executive has issues around Self Esteem, Values & Beliefs, Purpose in Life, Emotional Fluency and these are closely woven into the fabric of the goals and relationships of the organisational culture.
The coach's work is to help the coachee clarify what they want out of work, their ambitions and success criteria; to release blocks/inhibitions and support personal change.
Aligning organisational and personal goals is not always straightforward but a necessary focus for an executive coach.
3. People in Relationship to the Executive
Whilst never separated from the other three areas, there are aspects like leadership, people management and building trusting
that require specific coaching on communication skills.
Managing conflict, showing respect, establishing authority, having fun, supporting loss & disappointment. Handled well, all these tricky issues open the doors that liberate potential and success.
4. Organisational context
“No man is an island, entire onto himself…..”
The coachee is immersed in the organisational culture, norms and values. As a leader s/he should be working on building and shaping it to produce the best results for all the stakeholders.
The coaches role is to keep an eye on this bigger picture and comment on the constructive and destructive forces at
work.
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