"By the time he or she reaches the top, the typical CEO of a Fortune 100 company has made seven major transitions - moves between functions, business units, or companies. But for every successful CEO, there are many talented managers who stumble along the way, damaging their careers and the organizations they were charged to lead."

~ M. Watkins ~
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COMPASS: A MAGAZINE FOR PEER ASSISTANCE, MENTORSHIP AND COACHING

The next issue of Peer Resources' premier publication, Compass: A Magazine for Peer Assistance, Mentorship and Coaching is ready for distribution to members of the Peer Resources Network. Members can download the latest copy at www.peer.ca/Projects/Compass18.pdf.

(The download requires a PRN member's userid and password. Contact Rey Carr at rcarr@peer.ca or call 1.800.567.3700, if access information is required. To view or print a copy of this issue requires Adobe Acrobat Reader, which is available at no cost from Adobe.)

The Spring, 2006 issue contains the following articles:

Editorial: A TV-Reality Show Provides Good Examples of the Worst Business Practices by Rey Carr (Canada)
Images of mentoring, coaching and peer support as portrayed on a US prime-time television show contradict how businesses progress from good to great.

Peer Helping in Higher Education: The South Africa-Sweden Higher Education Peer Helper Training Project by Marina de Jager (South Africa) and Catherine Gillo (Sweden)
Expanding higher education to attract and retain students from diverse backgrounds is a priority for universities around the world. An expert describes how the peer success model at one university was adapted and integrated into the culture of a university in another country.

Making Use of Humour in Coaching and Mentoring by David Clutterbuck (United Kingdom)
While laughter and humour are considered to be essential aspects of healthy living, they are often missing in coaching and mentoring. Timing, relevance, and learning potential dictate their effective use.

Coaching Opportunities in China by Sally Glover (Canada)
Readiness for coaching is considered an essential factor for the success of any coaching engagement; but what happens when demand for coaching exceeds one billion requests?

A Coach Approach for Conflict Management Training by Cinnie Nobel (Canada)
The high cost of litigation can be avoided if managers use a coach-like approach to dispute resolution.

The Spiritual Journey: A Path to Self Awareness for Mentors by Wayne Stewart (Canada)
Developing and maintaining a servant attitude is not just the key to being an effective mentor, but it also includes a focus on continuous self-assessment.

Peer Mentor Roles in a Collaborative On-line Research and Learning (CORAL) Course by Thomas Treadwell, Donna Ashcraft, Troy Teeter, and Karyn Ritchie (USA)
A peer support strategy that ensures maximum benefits for all students requires deliberate and persistent attention to a variety of factors.

Coaching Enriches Lives at Butterball Farms by Joseph Begalla (USA)
The credibility of coaching in the workplace relies exclusively on the value it has for each employee. In this case example at a world famous workplace, employees report on how coaching makes a difference in what they can do.

Narrative Mediation: An Exercise In Question Asking by Angela Nagao and Norman Page (USA)
Asking powerful questions is a common theme in mentoring, peer assistance and coaching. Mediators show how this skill can be applied to resolving disputes successfully.

Peer Mediation: Standards that Can Save a Life by Rey Carr (Canada)
Tragic outcomes are possible unless peer leaders attend to well-researched standards for effective peer programs.

The Mentor's Spirit by Rey Carr (Canada)
Being exiled to Canada became the source for a mentor to bring an end to the Cold War.

Plus a book review and a list of Nationally Certified Peer Coach Trainers.

Compass Magazine is the only peer-reviewed publication that is advertising-free and includes articles on peer assistance, mentorship and coaching.

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"God has the tough end of the deal. What if instead of planting the seed you had to make the tree? That would keep you up late at night, trying to figure that one out."

~ Jim Rohn ~
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ATTEND A TOP LEVEL COACHING EVENT

Several coaching conferences and training events are scheduled over the next few months. A selection of those events from the Peer Resources website include:

Registered Corporate Coach Training
January 19-20, 2006
Napa, California
www.advantagecoaching.com
(630) 293-0210 or (800) 657-5904
info@advantagecoaching.com

Power Coaching® Fundamentals
February 3-5, 2006
Fairmont Empress Hotel, Victoria, British Columbia
www.coachingandleadership.com
(866) 254-4357 or (250) 652-5390

International Coaching Week
February 5-11, 2006

College of Executive Coaching Intensive Training Institute
February 27 to March 4, 2006
Phoenix, Arizona
www.executivecoachcollege.com/calendar.htm
(888) 764-8844
training@executivecoachcollege.com

Coaching: A Strategic Tool for Leadership
March 1-3, 2006
150 York Street, Toronto, Ontario
www.cmctraining.org
(877) 262-2560
cmcinfo@cmctraining.org

Mentoring System and Coaching Skills for Managers
March 17, 2006
Holiday Inn Select, Alexandria, Virginia
www.perrone-ambrose.com
(800) 648-0543 ext 551
ngorman@paamentoring.com

Registered Corporate Coach Training
March 21-22, 2006
Villa Petrea, Bucine (Tuscany Region), Italy
www.advantagecoaching.com
(630) 293-0210 or (800) 657-5904
info@advantagecoaching.com

Association for Coaching International Conference
March 24, 2006
Victoria Park Plaza, London (UK)
www.associationforcoaching.com
+44(0)1932 886570
ShereeITOcoach@aol.com

Association for Coaching International Conference
March 24, 2006
Victoria Park Plaza, London (UK)
www.associationforcoaching.com
+44(0)1932 886570
ShereeITOcoach@aol.com

Psychology for Coaches Course
March 28-29, 2006 and April 5-6, 2006 (4 days)
Imperial College, University of London, UK
www.meylercampbell.com/psychology4coaches.html
+44(0)20 8460 4790
info@meylercampbell.com

Mentoring System and Coaching Skills for Managers
April 21, 2006
Courtyard by Marriott, Jersey City, New Jersey
www.perrone-ambrose.com
(800) 648-0543 ext 551
ngorman@paamentoring.com

The Effective Coach
April 24-25, 2006
The Regency Hotel, South Kensington, London (UK)
www.mast.co.uk
01628 504919
simon.oak@mast.co.uk

Coaching: A Strategic Tool for Leadership
May 1-3, 2006
150 York Street, Toronto, Ontario
www.cmctraining.org
(877) 262-2560
cmcinfo@cmctraining.org

5th Annual CoachVille Conference
May 10-12, 2006
Crown Plaza Chicago O'Hare, Rosemont, Illinois
www.cvcommunity.com
(847) 928-3722
maria@coachville.com

Coaching: A Strategic Tool for Leadership
May 15-17, 2006
Canadian Management Centre, Calgary, Alberta
www.cmctraining.org
(877) 262-2560
cmcinfo@cmctraining.org

ICF European Coaching Conference
May 18-20, 2006
Brussels, Belgium
www.icf-ecc.org
Call for Papers
Marleen@ithaka.be

Mentoring System and Coaching Skills for Managers
June 7, 2006
Perrone-Ambrose, 161 N. Clark Street, Chicago, Illinois
www.perrone-ambrose.com
(800) 648-0543 ext 551
ngorman@paamentoring.com

Oxford School of Coaching and Mentoring 8th Annual Conference
June 14-15, 2006
Oxford, United Kingdom
www.oscm.co.uk

Coaching Skills for the Human Resources Professional
June 21-22, 2006
Perrone-Ambrose, 161 N. Clark Street, Chicago, Illinois
www.perrone-ambrose.com
(800) 648-0543 ext 551
ngorman@paamentoring.com

The Effective Coach
August 3-4, 2006
The Regency Hotel, South Kensington, London (UK)
www.mast.co.uk
01628 504919
simon.oak@mast.co.uk

Dream Coach University
July 31 to August 6, 2006
Corte Madera, California (near San Francisco)
www.dreamcoach.com
(205) 664-7605

2nd National Congress on Coaching
October, 2006
Madrid, Spain
www.congresonacionalcoaching.com/

International Coach Federation Conference
November 1-4, 2006
Renaissance Grand Hotel, St. Louis, Missouri
www.coachfederation.org

European Mentoring and Coaching Council (EMCC) Conference
November, 2006
Cologne, Germany
www.emccouncil.org

The Effective Coach
November 20-21, 2006
The Regency Hotel, South Kensington, London (UK)
www.mast.co.uk
01628 504919
simon.oak@mast.co.uk

For additional coaching events, go to http://www.peer.ca/coaching.html. To add an event, contact Rey Carr at rcarr@peer.ca.

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"When you work, work. When you play, play. Don't mix the two."

~ Jim Rohn ~
(Who is this?)

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SEVEN STUDIES TO GUIDE PROFESSIONAL PRACTICE

Peer Resources continually scans the professional and popular literature for articles, books, videos and other useful reference materials. They provide a brief synopsis of the latest work as well as citation details and summaries on their website at http://www.peer.ca/coaching.html. They also provide a searchable format on their site at http://www.peer.ca/SearchB.html. Here are some recent additions:

Auerbach, J.E. (2005). Seeing the light: What organizations need to know about executive coaching. Pismo Beach, California: College of Executive Coaching.

A survey of 101 organizations that use coaching and 610 internal and external coaches from several countries was conducted by Dr. Jeffrey Auerbach of the College of Executive Coaching. The report is described as the "2005 State of the Coaching Industry" and details the increase use and diversity of executive coaching. Among the findings in this report is the fact that once corporations have initiated coaching, it typically leads to an even greater use of coaching within the organization. The report also identifies and describes some of the leading psychology-based management consulting firms and executive coaching firms currently providing executive coaching around the world.

Furedi, F. (2004). Therapy culture: Cultivating vulnerability in an uncertain age. London: Routledge Taylor Francis.

The author, a sociologist at the University of Kent, has written a scathing critique of helping interventions, including psychology, counseling, psychiatry and coaching. He believes that for the most part these professions take advantage of people in vulnerable states and create "new" style diagnostic categories fraught with emotionalism, labeling, and "pathologizing" ordinary experience. Coaches can possibly fit the label used by the author as "profiteers," or therapeutic entrepreneurs who sell seminars, telecourses, coaching, emotional intelligence, inner strength, empowerment, and resilience. The author pays particular attention to those in the helping professions who specialize in grief and trauma. He describes these movements as relentless and monolithic, much the way the International Coach Federation is allegedly attempting to dominate the coaching industry.

Goldsmith, M. and Goldsmith, K. (2005). Why coaching clients give up - and how effective goal setting can make a positive difference. Link&Learn eNewsletter, [Online] Retrieved on November 22, 2005 from www.linkageinc.com/company/news_events/link_learn_enewsletter/archive/2005/11_05_coaching_goldsmith.aspx.

Even though leaders set goals they often give up on their quest. Understanding why they abandon their targets can provide coaches with tools to help executives stick to their plans. Six of the most important reasons for giving up are profiled, including ownership, time, difficulty, distractions, rewards, and maintenance. The authors provide details about antidotes to each sticking area and encourage coaches to stay away from easy answers, quick fixes and go beyond being a highly paid friend.

Laske, O.E. (2005). From coach training to coach education: Teaching coaching within a comprehensively evidence-based framework. International Journal of Evidence Based Coaching and Mentoring, 3, 2, 1-14.

The leader of a coach training organization describes his approach to training. Their training focuses on changes in adult cognition and social-emotional capability as derived from research by Jean Piaget, his followers in the Kohlberg School at Harvard University, and the Frankfurt School. Coaching is seen as a way of changing other minds by way of consulting to clients’ mental process (process consultation). The author argues that research-based coach education should supersede coach training by strengthening capabilities grounded in the cognitive and social-emotional development of adult learners. Opening and changing minds is seen as a precondition of bringing about lasting behavioral change in others, and thereby improving performance, not only in coaching but in coach education as well. The author believes that other coach training programs do not adequately take into account an evidence based perspective in their offerings. (A complete copy of this paper is available to members of the Peer Resources Network.)

Marquardt, M.J. (2005). Leading with questions: How leaders find the right solutions by knowing what to ask. San Francisco: Jossey-Bass

The author, an internationally-known management consultant, interviewed 22 successful leaders and found that their leadership was not based on high-level problem-solving, but instead was based on asking the right questions. Solving problems for employees often leads to reducing empowerment and limiting learning potential. A questioning culture leads to openness and inquisitiveness and also contributes to a cooperative culture. Negative questions create energy drain, resentment, threaten self-esteem, and shut-off collaboration. Open-ended questions tend to be empowering and are typically non-judgmental and respectful of others. Open-ended questions stimulate dialogue and deeper level examination in less time than traditional closed questions. (Available from Amazon.com)

Paige, H. (2002). Examining the effectiveness of executive coaching on executives. International Education Journal, 3, 2, 61-70.

This paper explores the impact of executive coaching on five executives, and concludes that coaching must be accepted within an organization as an essential personal development program and adult learning model, or whatever learning or behaviour change that has been undertaken with the executive coaching will likely be in vain. Such acceptance is necessary throughout the organization, from board members to the assistants and other related personnel of the executives. While four key coaching skills were identified by the study participants the two most important were developing trust in the relationship and the coach's ability to challenge thinking and move executives from their comfort zones. (The full version of this study is available to members of the Peer Resources Network.)

Pittenger, D.J. (2005). Cautionary comments regarding the Myers-Briggs Type Indicator. Consulting Psychology Journal: Practice and Research, 57, 3.

The MBTI is a popular measure of normal personality that its promoters claim has many applications. Coaches are likely to recommend its use in corporate settings. The present article evaluates several of the psychometric limitations and criticisms of the MBTI that warrant considerable caution when making inferences from its four-letter type formula. The author concludes that the MBTI, while offering much intuitive appeal, may not yet be able to support the claims its promoters make.

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"The power of accurate observation is commonly called cynicism by those who have not got it."

~ George Bernard Shaw ~
(Who is this?)

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WHAT'S NEW IN COACHING SCHOOLS

With 196 coach training organizations to choose from and more than 50 varieties of certification available in the coaching field, what was once a relatively easy decision has become infinitely more complicated. Peer Resources has provided a number of tools to assist persons struggling with these decisions. Recently, the New Coach Connection, a listserv for both novice and experience coaches, has graciously provided Peer Resources with an audio recording of a panel where coaches discuss training and certification. The audio file is now available at www.peer.ca/coachingschools.html. Here are a few of the latest entries to the Coaching Schools and Training Organizations Directory:

The Helix Institute offers a proprietary curriculum for certification as a Helix Institute Wellness Coach. Their program is based on the idea of "stress resiliency," which holds that stress is a normal part of life. Learning how to optimize mind, body and spirit in order to overcome stressful events and lead creative, productive and healthy lives is a key goal of wellness coaching. Their program includes a six-month foundations course, covering a variety of topics, delivered via teleconference, written support materials, a group discussion list, and 12 one-hour coaching labs. Certification requires advanced courses and a proficiency examination. Continuing Education Units are available through the National Association of Social Workers. Tuition is $1995.00.

Triad Mentor Coaching describes itself as the fastest way to become certified as a coach. The main emphasis of this organization is on using coaching practice triads that maximize feedback, private coaching and group coaching experiences. The leader of this organization, Julia Stewart, CVCC, IAC-CC, CMC, provides tutoring on Certified Coach Proficiencies, coaching on participant personal development, feedback and scoring on coaching sessions, and training in how to be an observer. The fee is $200 per month per person.

Mentor Coaches International integrates coaching and mentoring for novice coaches, intermediate coaches, advanced coaches and internal corporate coaches. More of a supervision and support interaction for existing coaches than training for persons who want to be coaches. They focus on personal growth, coaching skills and practical development through coaching, giving advice, and sharing practical information. One way this is done is through free masterclasses. No postal address or telephone contact is available on their website.

Life Purpose Institute Life and Career Coach Training provides a seventeen-week teleconference-based or a five-day in-person intensive program held in San Diego, California. Training includes an opportunity for participants to clarify their own life purpose and career direction, help others to discover life purpose and a life they love, master a variety of coaching skills, and start and develop a successful private practice. Participants receive a license and certification as a coach. No information about fees or tuition is available on the website.

California State University at Long Beach Professional Coaching and Mentoring Certificate Program is an in-person program and to obtain a certificate requires six class meetings (seven modules), reading and reporting on a coaching book, learning and reporting on a coaching assessment tool, and designing, developing and presenting a project, case study or videotaped role play. Courses include Foundations of Professional Coaching and Mentoring, Instrumented Coachng, Inquiry Coaching, Observation Coaching, Emotional Intelligence, Mentoring as a Performance or Behavioral Change Strategy, and Professional Issues. The fee for this certificate program includes a $100.00 materials fee and a $995.00 course fee.

Kent State University/Sherpa Coaching is offered through the auspices of the Kent State University's executive education program at their Stark campus in Canton, Ohio. This certification is based on the book, "The Sherpa Guide: Process-Driven Executive Coaching," written by Brenda Corbett and Judith Colemon, who are the program instructors. This is an in-person training that uses case studies and practical knowledge and follows the "Sherpa Process." The Sherpa approach consists of six phases: Taking Stock, Global View, Destination, Charting the Course, Agenda, and The Summit. The course is called "Executive Coaching 201" (The Sherpa Coaching Process) and is an in-person 40 hour course with a fee of $5,600. This course combined with Executive Coaching 101 (Basics) for 14 hours and a fee of $1,900 result in a Kent State Sherpa Coaching Certification (CSC).

Dare Dreamers/Self-Management Group/Plus Coaching is a training program is designed for an experienced business or personal coach. The training focuses on proprietary content and tools and leads to certification as a Self Management Coach with a license to use the materials. Certified coaches can add additional specific certifications and become eligible for a master-level designation after one year of practice. The core program can typically be completed in 3-6 months and includes (1) principles of self management; (2) the managing effort coaching process; (3) sales, marketing and implementation models; (4) coaching from a Master Coach for 12 sessions; and (5) on-going telecourses, web-based learning, and monthly coach's forum. A phone-based interview is required for admission as well as completion of reading assignments and attendance at a four-day event in a city in Canada or the U.S.A. No information about fees or tuition is available on their website.

University of Louisville/Sherpa Coaching is offered through the auspices of the University of Louisville's executive education program, at their Shelby Campus in Louisville, Kentucky. This program is based on the book, "The Sherpa Guide: Process-Driven Executive Coaching," written by Brenda Corbett and Judith Colemon, who will also be the program instructors. This is an in-person training that uses case studies and practical knowledge and follows the "Sherpa Process." The Sherpa approach consists of six phases: Taking Stock, Global View, Destination, Charting the Course, Agenda, and The Summit. The course is called "Executive Coaching 201" (The Sherpa Coaching Process) and is an in-person 40 hour course with a fee of $5,600. This course combined with Executive Coaching 101 (Basics) for 14 hours and a fee of $1,900 result in certification. An optional course, Executive Coaching 102 (Coaching as a Business), is a 14 hour course and the fee is $1,900.

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"Too often we enjoy the comfort of opinion without the discomfort of thought."

~ John Fitzgerald Kennedy ~
(Who is this?)

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The Coaching News is a copyrighted publication of Peer Resources, 1052 Davie Street, Victoria, British Columbia V8S 4E3 Canada. All articles are written by Rey Carr unless otherwise indicated. Back issues are available online at http://www.peer.ca/thecoachingnews.html. To subscribe or unsubscribe send an email to info@peer.ca.