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Peer Assistance | Mentoring | Coaching | Join the Peer Resources Network
The Coaching News
ISSN 1708-9026
(October 16, 2006)
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TOPICS:
- ICF Survey Promises More Than It Can Deliver
- New Tool Improves Rapport for Coaches
- Attend Any of 30 Coaching In-Person Conferences or Events
- Eleven Studies to Guide Coaching Practice
- What's New in Coaching Schools and Coaching Associations
- Join the Peer Resources Network
- Subscribing and Unsubscribing to Coaching News
ICF SURVEY PROMISES MORE THAN IT CAN DELIVER
The International Coach Federation has announced their ICF-Pricewaterhouse Coopers "worldwide" study on coaching and has asked Peer Resources to forward this information to our members and others to maximize participation in the survey.
Coaches have probably received notices from several other organizations urging them to participate in this survey. While we strongly support research on coaching, and encourage others to learn from research, our examination of the survey and our review of the promotional materials accompanying the survey have led us to suggest caution in recommending participation in this survey. To assist coaches to make their own decision about the survey, we provide the following comments based on our review.
Exaggerated Claims
The promotional material accompanying the survey information includes some claims that are not completely accurate. The study claims, for example, to be the "first worldwide study" of coaching. This is not entirely accurate. There have been other studies on virtually identical topics that have gathered data from sources around the world. On the other hand, the ICF has prepared the survey in other languages, making it much more likely that coaches who do not speak English can participate in completing the survey.
The registration page information also claims that the study will be a "benchmark for all future research in the coaching industry." Not only does this minimize other higher quality research that has already been conducted, but it is an exaggeration to claim that this type of survey will be used in such a way. After viewing the questions included in this survey, the benchmark comment appears to be an overstatement. Many other surveys have asked similar questions, and some have included questions with greater scope and depth.
The survey registration page claims that the survey will "replace anecdote with hard evidence." This is a misinterpretation of the value of anecdotal evidence. Anecdote and "hard" evidence are not opposites, nor incompatible; both are needed to truly understand coaching. But most importantly, surveys do not provide "hard evidence." Surveys provide information. Suggesting that this type of survey will yield hard evidence is misleading.
Background on the Current State of the Coaching Industry is Missing
Survey research often appears to be a relatively simple approach to conducting research: figure out what we want to know; think up a few questions; place them in an easy-to-answer format; and collect the results. However, the best survey research starts with one key question: What do we want to know that we don't already know? In other words, assess the current state of affairs and then construct our survey to yield greater, deeper, or broader illumination.
Appropriate survey research is much like coaching. Typically, researchers review existing literature and generate conclusions about the "current state" of the field of study. Then the researchers design their questions to achieve their goals. The goal could be to gather information to fill in gaps, determine the reliability of existing literature findings, challenge the validity of existing data, or break new ground.
Without this type of "homework" survey-makers often are unnecessarily duplicating the work of previous researchers and wasting the time of survey-takers since the data is already available. Although coaching is relatively young as an area of study, there have been many excellent research studies using a variety of methodologies that have yielded "state of the industry" reports or results.
Unfortunately, neither the registration page for the ICF survey, nor any of the other promotional materials from the ICF provide any information about what has been learned so far about the state of the industry and what questions still need additional evidence. While survey-creators have no obligation to provide survey-takers with the literature summary, there must be at least some acknowledgment that such a thorough review has been accomplished.
The survey questions appeared to duplicate those found in dozens of other surveys. And despite the ICF's claim that this survey would reflect a more worldly perspective, a number of questions were specifically related to the ICF instead of the broader coaching community.
Method of Collecting Data Reduces Value of Results
Peer Resources receives many requests to distribute surveys to our subscribers and members. To assist researchers, we have established a series of research guidelines to ensure that such surveys are worthwhile for our members and subscribers. The guidelines detail the kind of preparation and quality we expect in survey research. For the most part the ICF-sponsored study appears to have bypassed some of the key elements normally associated with survey research.
Survey research is valuable, but it has some known limitations, which do not appear to be addressed in the ICF-Pricewaterhouse Coopers methodology. Sample selection is critical for survey research. The specific population being studied must be carefully defined. If the entire population is not surveyed, then a method for selecting a random sample or subset must be employed.
The ICF has extended a general call for interested people to register and take the survey. They are hoping to entice as many people as possible to complete the survey, but this method, while fairly typical of Internet-based surveys, is risky. There is no way to determine a return rate (the per cent of respondents out of the entire available pool). The people who choose to respond may have particular views or traits not shared by the majority of the population. They may be representative, but there is no way to estimate the likelihood that they are. Results must be interpreted with caution - cautions that could have been reduced with greater attention to better data collection methods.
One of the most important reasons for ensuring appropriate sampling methods is so the results from the study can be generalized or applied. In other words, will the results obtained in this study be valid for the "coaching industry." The information collected in any study applies specifically to the people who participated in that study. Caution is always necessary in making inferences about a broader population, but an ill-defined sample significantly limits the usefulness of the data as a "benchmark for all future research in the coaching industry."
Marketing Disguised as Research
Too many requests to participate in "studies" have been sent out to coaches that are merely duplications of other studies. In some cases the requesting agency or group has not done their homework and completed a review of existing literature to determine the necessity for their study. In other cases, the study request is really a promotional tool disguised as research. Duplicating existing studies is in itself not a bad thing -- often it's necessary to see if the results have reliability. But typically knowledgeable researchers inform participants about this condition and the need for repetition.
Our assessment of this survey and its methodology leads us to conclude that the survey does not meet the standards for survey research. This is possibly even more surprising given that one of the partners in this survey effort is Pricewaterhouse Coopers. While this organization is well-known for tax and audit work, it isn't clear why they were chosen to conduct this survey. There are thousands of research design and methodology experts in both public and private sector education institutions who would have been able to address the concerns raised above.
The expected outcomes or what the ICF hopes will happen as a result of the survey are highly supportable. However, their limited perspective on current reality (what is already known from existing research) and the weakness of the data collection method conflict with the goals the ICF hopes to achieve with this survey. Perhaps the survey creators would have been able to avoid the current survey weaknesses had they delayed the distribution of the survey until they participated in the "Research 101" and "Research 201" sessions at the November, 2006 International Coach Federation Research Symposium.
Persons interested in the survey can register to participate by going to pwcresearch.com/uc/coachingsurveyregistration/
(Editor's Note: Both the ICF and Pricewaterhouse Coopers received a draft of this review, but neither had responded by press time.)
References:
Carr, R. (2005). Coaching statistics, facts, guesses, conventional wisdom and the state of the industry. Peer Resources: Victoria, British Columbia. Retrieved October 1, 2006 from http://www.peer.ca/Projects/Peer_Resources_Network.html
Grant, A.M., Cavanagh, M. , & Kemp, T. (2006). Evidence-based coaching: Volume 1: Theory, research and practice from the behavioural sciences. Bowen Hills QLD: Australian Academic Press.
Linley, P.A. (August, 2006). Coaching research: Who? What? Where? When? Why? International Journal of Evidence Based Coaching and Mentoring, 4, 2. Retrieved October 1, 2006 from https://www.brookes.ac.uk/schools/education////////////////////////////ijebcm/vol4-no2-reflections.html!
Morris, D.H. (September 20, 2006). Worldwide study about coaching (cautions). [Msg 11953]. Message posted to http://sports.groups.yahoo.com/group/newcoachconnection/message/11953
Peer Resources (August, 2005). Research request guidelines using Peer Resources publications. Retrieved October 1, 2006 from http://www.peer.ca/researchguides.html
Stober D.R., & Grant A.M. (2006) Evidence-based coaching handbook. New York, Wiley.
Stober, D.R. (2006). Approaches to research on executive and organizational coaching outcomes. UTD Coaching News, 008. Retrieved October 1, 2006 from http://som.utdallas.edu/executive/coaching/cnews2/issue_008/feature.htm
"Why do we do basic research? To learn about ourselves."
~ Walter Gilbert ~
(Who is this?)
NEW TOOL IMPROVES RAPPORT FOR COACHES
A common concern of coaches is developing rapport quickly. Coaching practitioners typically emphasize the importance of "fit" or alignment between themselves and the people with whom they work. Many coaches, for example, rely on the business model of offering a complimentary first session to provide clients and themselves an opportunity to determine if the pairing is right for the client.
The success of coaching is often predicted by the first few minutes of the relationship. For coaches this initial contact may have important financial consequences for their business. And while mentors or peer assistants are volunteers and would not be concerned about losing income from disconnecting with their peers and partners, they typically want to ensure that their time is well-spent and that they can gain value from their relationships.
"What if we could show you how to build the rapport needed for a successful coaching or mentoring relationship by using a two-minute assessment?" asked David Zweig, a Peer Resources Network member and leader at 5 Dynamics, Inc. of Santa Cruz, California.
"Are you telling me that after only two minutes, I will have all the information I need to establish an effective working relationship with just about any client?" I asked.
David went on to not only tell me about "Coaching 1 to 1," the first-ever dyad-based online tool set created specifically for coaching and mentoring, but also gave me an opportunity to participate in the two-minute assessment, examine my resulting profile, and explore all the ways my profile connects with those I coach and mentor. What I found exceptionally valuable was that the assessment not only helped me to understand why I might have difficulty building the needed rapport with certain clients, but also what I could easily do about it to ensure a solid working relationship.
Laura Whitworth, co-founder of Bigger Game and Co-Active coaching says, "Coaching 1 to 1, created by 5 Dynamics, is the most powerful tool I've used in years. I really love this material. All coaches would find it to be a great value-added. It provides an avenue for a client to move from a good life to a great life. It has helped me significantly in my life."
Stephan Marais, PCC, of Taos, New Mexico was a beta tester for Coaching 1 to 1. He reports, "This is the best tool for coaches we've experienced in our combined 15 years of coaching and 42 years of work in corporate America and in our respective careers. It is so powerful that we landed a sizable corporate contract with the first use of Coaching 1 to 1. It's entirely new and easy-to-use. In almost no time at all you can understand it, apply it, and get traction and change."
The strengths-based tool is based on 5 Dynamics' 30 years of research. It recently earned high statistical validation in an independent four-year peer coaching study with high risk students underwritten by the National Science Foundation, among others.
The patent-pending behaviorally and web-based assessment requires only 2 minutes. It measures the amount of energy, focus, and time an individual (or group) prefers to expend on various phases of a task. More important, an integrated set of online tools available to both coach and client facilitates rapid progress in a wide range of coaching challenges.
It determines how an individual prefers to learn, work, and collaborate. The tools then apply the findings to self-awareness, pairs, teams, and more. They enable users to diagnose what a particular job, role, task, or team requires, match their strengths to that baseline, and present specific suggestions to optimize results and satisfaction.
The tools offer unique two-way reports that tell how a specific client will energetically affect a coach, and vice versa. It suggests how a particular coach can adapt his or her learning style to accommodate any specific client.
The peer-to-peer reports show how clients can better work with any other specific colleague. Other tools enable clients to contrast their own energies with those of their self-described ideal self, and more.
Advanced teaming tools will be released within 60 days.
Peer Resources has established a relationship with 5 Dynamics in order to add value for subscribers to the Coaching News. For a limited time, if a subscriber buys an annual seat license ($125/year) for him or herself, he or she will receive two additional free licenses (a $200.00 value) for resale or giveaway to others. In addition, 5 Dynamics will donate to a charity designated by Peer Resources for each one purchased by a subscriber. (The charity identified by Peer Resources assists homeless youth in the Victoria, BC area.)
For more information, call 1-831-426-1600 or visit www.coaching1to1.com.
"No one tests the depth of a river with both feet."
~ African Proverb ~
(Origin of this?)
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:
The Art of Mindful Coaching
October 16-18, 2006
Bend of Ivy Lodge, Asheville, North Carolina
septetcoaching.com/retreats.html
(828) 254-2021
silsbee@septetcoaching.com
College of Executive Coaching Intensive Training Institute
October 16-22, 2006
Santa Barbara, California
www.executivecoachcollege.com/calendar.htm
(888) 764-8844
training@executivecoachcollege.com
Congreso Nacional de Coaching
October 20-21, 2006
Hotel Boston de Zaragoza, Zaragoza, Spain
www.congresonacionalcoaching.com/
Tel: 629538890
Executive Coaching Summit VIII
October 30-31, 2006
Renaissance Grand Hotel, St. Louis, Missouri
www.executivecoachingsummit.com
Chuckberke1@yahoo.com
International Coach Federation Conference
November 1-4, 2006
Renaissance Grand Hotel, St. Louis, Missouri
www.coachfederation.org
(888) 423-3131 or (859) 219-3580
conference@coachfederation.org
13th Annual European Mentoring and Coaching Council (EMCC) Conference
November 1-3, 2006
Radisson SAS Hotel, Cologne (Köln), Germany
www.emccouncil.org
Tel: +44 (0)20 8386 5304
lenora.jones@emccouncil.org
Coaching and Mentoring
November 6-7, 2006
Sauder School of Business, University of British Columbia, Vancouver, British Columbia
www.sauder.ubc.ca/exec_ed
(604) 822-8455 or (800) 618-3932
exec.ed@sauder.ubc.ca
Core Dynamics Coach Training Program
November 8-11, 2006
Catamaran Resort Hotel, San Diego, California
www.greatlifetechnologies.com
(619) 557-2700
info@GreatLifeTechnologies.com
Association for Coaching Conference 2006
November 10, 2006
Radisson SAS, Edinburgh, Scotland
www.associationforcoaching.com
Tel: 0131 226 5757
Art of Mindful Coaching Graduates Advanced Retreat
November 13-15, 2006
Bend of Ivy Lodge, Asheville, North Carolina
www.dougsilsbee.com/training/retreats
(828) 254-2021
ds@dougsilsbee.com
The Coaching Leaders Certification Program
November 13-15, 2006
Boston, Illinois
www.linkageinc.com/learning_events/training/workshops
(781) 402-5555
Mentoring and Coaching Skills for Managers
November 17, 2006
21st & M Street, NW, Washington, DC
www.paamentoring.com
(800) 648-0543 or (312) 648-0849
info@perrone-ambrose.com
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
The Coaching Challenge: Making a Difference to Organizational Performance
November 29, 2006
University of Technology, Sydney, Australia
www.ican.uts.edu.au/conferences/conf2006.html
02 9514 3504
kjersti.bjorkeng@uts.edu.au
Advanced Coaching Leaders: Masterful Coaching of Senior Leaders
November 29-30, 2006
Atlanta, Georgia
www.linkageinc.com/learning_events/training/workshops
(781) 402-5555
Peer Coaching in the Workplace
December 1, 2006
www.peer.ca/trng.html
(800) 567-3700 or (250) 595-3503
rcarr@peer.ca
Coaching: A Strategic Tool for Effective Leadership
December 4-6, 2006
Toronto, Ontario
www.cmctraining.org
(877) 262-2586
cmcinfo@cmctraining.org
College of Executive Coaching Intensive Training Institute
December 4-9, 2006
Las Vegas, Nevada
www.executivecoachcollege.com/calendar.htm
(888) 764-8844
training@executivecoachcollege.com
Mentoring and Coaching Skills for Managers
December 8, 2006
161 North Clark Street, Chicago, Illinois
www.paamentoring.com
(800) 648-0543 or (312) 648-0849
info@perrone-ambrose.com
First International Conference of the Special Group in Coaching Psychology
December 18-19, 2006
City University, London, United Kingdom
www.coachingpsychologyforum.org.uk
Tel: 01344 319544
sgcpcomm@bps.org.uk
College of Executive Coaching Intensive Training Institute
January 22-27, 2007
Boca Raton, Florida
www.executivecoachcollege.com/calendar.htm
(888) 764-8844
training@executivecoachcollege.com
Coaching and Mentoring
February 5-6, 2007
Sauder School of Business, University of British Columbia, Vancouver, British Columbia
www.sauder.ubc.ca/exec_ed
(604) 822-8455 or (800) 618-3932
exec.ed@sauder.ubc.ca
Coaching: A Strategic Tool for Effective Leadership
February 26-28, 2007
Toronto, Ontario
www.cmctraining.org
(877) 262-2586
cmcinfo@cmctraining.org
Coaching and Mentoring
April 10-11, 2007
Sauder School of Business, University of British Columbia, Vancouver, British Columbia
www.sauder.ubc.ca/exec_ed
(604) 822-8455 or (800) 618-3932
exec.ed@sauder.ubc.ca
Coaching: A Strategic Tool for Effective Leadership
April 30-May 2, 2007
Toronto, Ontario
www.cmctraining.org
(877) 262-2586
cmcinfo@cmctraining.org
Conversation Among Masters (Invitation for Master Coaches)
April 30-May 3, 2007
Monterey, California
www.conversationamongmasters.com
(508) 435-3896
donna@coachingtosuccess.com
Worldwide Association of Business Coaching (WABC) Business Coaching Conference
May 18-19, 2007
Marriott Pinnacle Hotel, Vancouver, British Columbia
www.wabccoaches.com
info@wabccoaches.com
Third Annual Association for Coaching Conference
October, 2007
www.associationforcoaching.com
ktulpa@associationforcoaching.com
International Coach Federation Conference
October 31-November 3, 2007
Long Beach, California
www.coachfederation.org
For additional coaching events, go to http://www.peer.ca/coaching.html. To add an event, contact Rey Carr at rcarr@peer.ca.
"If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be 'meetings.'"
~ Dave Barry ~
(Who is this?)
ELEVEN 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.
Some books include discount purchase options. Selecting the purchase link (and actually buying the book) provides a commission to Peer Resources. All commissions are donated to a local charity that provides clothing for homeless youth.
Here are some recent additions:
Boniwell, I. (Summer, 2006). Positive psychology coaching. The Bulletin of the Association for Coaching, 8, 2-4. The author briefly traces the partnership between positive psychology and coaching, describing them as "natural allies." Both rely on similar principles, and positive psychology provides a strong theory and research base, typically lacking in coaching. In addition, positive psychology offers coaching an emphasis on character strengths, positive emotions and well-being. The author discusses the implications of these areas for coaches.
Carr, R. (2006). Venuto, visto, conquistare: The full report on the 2006 ICF-sponsored Summit meeting of thought leaders in coaching. Victoria, BC: Peer Systems Consulting Group. A comprehensive report of a two-and-a-half-day meeting of invited leaders from around the world to meet together and discuss the future vision for coaching. The topics discussed, the process used to facilitate discussion, and a range of issues identified during the meeting and during a post-meeting debriefing are presented and analyzed from the perspective of one of the participants at the session. (This paper is available for immediate download to Peer Resources Network members at http://www.peer.ca/Summit-Report.pdf)
Ellis, D. (2006). Life coaching: A manual for helping professionals. Carmarthen, Wales: Crown House. The author is a strong advocate for the value of coaching. He says in the beginning of this book that "If necessary, I'd give up my house, rent an apartment, or even live in a tent so that I could hire a life coach." Such enthusiasm is continued throughout the book with the addition of informative, practical, competent, and precise details about how to function as a life coach. While the book is a manual on how to be a life coach, Dave Ellis states that much of his learning and what he is passing on to others about coaching has come about as a result of not just working with is own clients, but also from working with his own coaches. The manual covers a range of topics from the mechanics of coaching (choosing how to meet, preparing for a session, getting started with a client, taking notes, etc) to the practice of coaching (listening, conflicts between values and behaviour, and more listening). The book is suitable for both novice and experienced coaches. (Purchase this book at Amazon.com, or Amazon.ca, or Amazon.co.uk)
Evers, Will J.G., Brouwers, A., and Tomic, W. (Summer, 2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice and Research, 58, 3, 174.182. A lack of research on the effectiveness of coaching led the authors to conduct a quasi-experimental study to determine whether coaching results in goal achievement. Sixty managers of the federal government were divided in two groups: one group followed a coaching program, the other did not. Before the coaching program started, self-efficacy beliefs and outcome expectancies were measured and linked to setting one's own goals, acting in a balanced way, and mindful living and working. Four months later the same variables were measured again. Results showed that the coached group scored significantly higher than the control group on two variables: outcome expectancies to act in a balanced way, and self-efficacy beliefs to set one's own goals. Future examination might reveal whether coaching will also be effective among managers who work at different management levels, whether the effects found will be long-lasting, and whether subordinates experience differences in the way their manager functions before and after the coaching.
Ganguli, I. (June 30, 2006). Mice show evidence of empathy. The Scientist: Magazine of the Life Sciences, 20, 6, 18. (Retrieved July 7, 2006 from http://www.the-scientist.com/news/display/23764). Mice who watch their peers in pain are more sensitive to it themselves, a Canadian research team at McGill University concluded. This appears to be the first evidence of empathy between adult, non-primate mammals. The mice used in this study were raised in Canada and a comparative group of mice raised in another country, but not named in the article, did not appear to show the same empathy. The researchers thought that empathy may be deeply ingrained in Canadian nature. However, the method that the researchers used to conduct this study (injecting an acid into a mouse causing the mouse to writhe with pain) appeared to indicate that the researchers fell somewhat short on the empathy scale.
Hart, V. , Blattner, J. and Leipsic, S. (2001). Coaching versus therapy: A perspective. Consulting Psychology Journal: Practice and Research, 53, 229-237. The authors provide a perspective on the perceptions among 30 professionals regarding the distinctions between and overlaps in therapy and coaching, based on seven questions they used to gather interview data and narrative summaries. The questions they used included: (1) From your experience, what do you think is the critical difference between coaching and therapy? (2) How do you relate to coaching clients versus therapy clients? (3) What would you do or not do with a coaching client versus a therapy client? (4) What do you consider "Red Flags" for coaches who are not trained therapists? (5) What do you think is unique about coaching that a trained therapist-turned-coach needs to be aware of while coaching? (6) Who would you say is in control in coaching and in therapy? and (7) How are contracting and confidentiality handled in coaching versus therapy? The authors conclude that there are several distinct differences (focus of attention, time orientation, and types of conversations) and also several areas of overlap (methods of inquiry, boundary issues, tendency to give advice). Coaching was described as more goal directed and action oriented. Coaches without professional training may fail to recognize warning signs of deeper problems. But clinicians without business experience may have less knowledge of what it takes to achieve results. The authors also identify issues for future consideration including: concerns about legality and accountability, the importance of adequate training, and the need for supervision (a coach should have a coach). (Editor's Note: Peer Resources Network members can obtain the complete article by contacting Rey Carr at rcarr@peer.ca)
Kim Berg, I. and Szabo, P. (2005). Brief coaching for lasting solutions. New York: W.W. Norton. The authors present a step-by-step approach to illustrate the coaching process and provide numerous case examples to illustrate how this short-time approach can manage even the most challenging clients. Basically they have adapted the solution-focused therapy approach developed by Ms. Berg and Stephen de Shazer and are now using the terms 'coach' and "coaching." They advise coaches to minimize 'problem-talk' when working with clients and instead focus on 'solution-talk.' They also urge coaches to be continually aware of their own limits, particularly emphasizing the importance of referral when handling clients in crisis. (Purchase this book at Amazon.com, or Amazon.ca, or Amazon.co.uk)
Ladyshewsky, R.K. (February, 2006). Peer coaching: A constructivist methodology for enhancing critical thinking in postgraduate business education. Higher Education Research and Development, 25, 1, 67-84. Peer coaching (PC) is one experiential learning method that can be used to enhance the depth of learning in managerial education. The paper explores the concept of peer coaching, and reports on the experiences of 43 students who participated in a PC program as part of their postgraduate management education. Powerful learning effects are reported by participants, and characteristics for successful PC relationships are examined.
Pemberton, C. (2006). Coaching to solutions: A manager's toolkit for performance delivery. Amsterdam: Elsevier Butterworth-Heinemann. This text introduces managers in work settings to techniques largely drawn from Brief Therapy as used in the UK by social workers, psychologists and counsellors. The book offers pragmatic tools that help managers structure helping conversations, and presents the principles of solution focused thinking in a language that is readily understandable. The author shows how those principles can be applied to a range of issues which managers may find themselves facing as willing or involuntary coaches. (Purchase this book at Amazon.com, or Amazon.ca, or Amazon.co.uk)
Rothman, D. (August/September, 2006). E-books: Why they matter for distance education--and how they could get much better. Innovate, 2, 6. (Retrieved August 27, 2006 from http://innovateonline.info/index.php?view=article&id=296&action=article). Given the increasing attention to the creation and use of e-books by coaches, this articles will be especially useful since it addresses common myths surrounding e-books, illustrates key features of e-book hardware and software, examines the problems that have prevented the more widespread adoption of e-books, and discusses how the development of a new software standard and a new open-source software application will address some of these problems and provide a precedent for future advances.
Williams, P. and Thomas, L.C. (2004). Total life coaching: 50+ life lessons, skills, and techniques to enhance your practice...and your life. New York: W.W. Norton & Company. An in depth review of the essential skills and best practices needed to develop your “authentic” self. The book provides a foundation and insight to begin living life at the lesson and message level, avoiding life's chaos. The book is a highly valuable resource for a practicing coach, and it could be used by an individual on their own path of self discovery. There is much information to absorb and therefore this book is not a quick read but rather a resource to be used time and time again. Each of the "Life lessons" explores theory, includes practical examples, exercises, and a sample coaching conversation. The authors incorporate a "coaching summary" at the end of each chapter, which could be used as a quick reference point depending on the individual coaching situation. The book can be read cover to cover or coaches can choose lessons and apply the principles to individual situations. (Purchase this book at Amazon.com, or Amazon.ca, or Amazon.co.uk)
"All you have to do is ask any child, frankly. You don't have to ask a child development researcher if fathers make a difference. All kids will tell you that the presence of a father makes a big difference."
WHAT'S NEW IN THE COACHING WORLD
With 229 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.
In addition, with the upcoming changes in membership requirements planned by the International Coach Federation, other organizations are forming or expanding to accommodate the anticipated number of qualified coaches who will be seeking an alternative for professional association.
Here are a few of the latest entries to the Coaching Schools and Training Organizations Directory and details on new coaching associations.
The SIX ADVISORS Coaching Academy describes itself as "revolutionizing coaching and coach training." They provide an assessment that they believe allows their coaches to know how a prospect or client thinks before they begin the coaching. Their membership-model provides training, mentoring, and business development support for coaches to create a coaching business. The Certified SIX ADVISORS coach designation is described as requiring skills and knowledge that exceed the requirements of the International Coach Federation. Certification is based on an assessment of quality participation in their training program, being engaged in a group coaching process, the submission of a field work portfolio, and a final review and assessment that includes a series of observations and an oral examination or interview. The fee is $1495.00 plus $295.00 per month that includes a free introductory assessment system to market a coaching business, five assessment codes per month, and a Coaching Practicum for client coaching each month following completion of certification.
The Core Dynamics Coach Training and Certification Program will be launching a training that marries the 12 Core Dynamics developed by Tom Stone with the International Coach Federation Core Competencies. The course will be led by Michael Stratford and Tom Stone, and delivered in two modalities: live training and teleclasses. The four-day live training will focus on the Core Dynamics model and coaching techniques with the last day being devoted to ICF competencies. An additional 32 hours, delivered by live web broadcasts will continue the focus on the ICF competencies. The total fee for this program is $3595.00. The live event will be held at the Catamaran Resort Hotel in San Diego, California from November 8-11, 2006.
The Certified Coaches Federation was founded by Derrick Sweet, the author of several books, including "You Don't Have to Die to Go to Heaven," provides a two-day, in-person training to become a "Certified Executive Coach Practitioner." Graduates can also use the "Certified Life Coach Practitioner" designation with no additional courses. The two-day course includes a focus on coaching skills, neurolinguistic programming, listening skills, business skills, marketing skills, promotional skills, advertising skills, time management skills, and earning skills. To earn the certification, participants must pass an examination and also engage a mentor coach for a period of 12 months. To maintain the designation, participants must earn a minimum of 10 continuing education units per year. The fee for the two-day course is $499.00; the fee for the mentor coach is $125.00/month; and the fee for continuing education credit is $49.95 per credit. Courses are offered in locations around the world. For course dates and locations, visit the CCF website.
The Coaching Institute is led by Terri Levine and offers an eight-month, home study and tele-mentoring life coach training program resulting in a Certified Life Coach designation. This designation is described as qualifying its holder for "International Accreditation and certification by the Professional Coaches Association, a private professional association." (No information appears to be available about this association.) Tuition for the program is described as being valued at $11,947.00, but priced at $5,995. The Coaching Institute is a subsidiary of Comprehensive Coach U.
Retirement Options, Inc. provides an eight-week (60-minutes per week) tele-course option or a self-paced, self-study option (or a combination of the two) are provided leading to the designation of "Certified Retirement Coach." Tuition for the program is $895.00 and includes materials, CD's, resource guides, books, networking, monthly support, and a referral service. Telecourses are offered in day or evening schedules. Check their website for the most recent start times.
The University of Wisconsin-Milwaukee School of Continuing Education offers a Certificate in Business Coaching that consists of six required and one elective course. Courses are offered on-campus in an intensive format, and some are led by Peer Resources Network member, Patricia Clason. Check the website (cfprod.imt.uwm.edu/sce/certificate.cfm?id=881) for scheduling and fees. Each course is typically $845-895.
Pennsylvania State University Executive Education Program will offer a coach training program based on the book, "The Sherpa Guide: Process-Driven Executive Coaching," by Peer Resources Network member, Brenda Corbett and Judith Colemon, who will also be 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. "Executive Coaching Certification" consists of two four-day class sessions, with practicum coaching in between sessions. The course fee $8,900 and includes hotel and meals. For more information about Sherpa, instructor biographies and detailed course information visit the Sherpa website at www.sherpacoaching.com. For more information or registration in the Penn State program contact: Dan Evak, Tel: (814) 865-4572. (Sherpa has created a similar program at the University of Louisville, and will establish other programs at the University of Georgia and Texas Christian in Spring, 2007.)
"If you want something said, ask a man; if you want something done, ask a woman."
~ Margaret Thatcher ~
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Do you know someone who could benefit from becoming a member of the Peer Resources Network? Although you are receiving this free newsletter every 45-60 days, members of the Peer Resources Network receive a monthly newsletter, the Peer Bulletin, with additional information, practical tips, announcements, details about champions for coaching, funding opportunities and job openings in coaching and coaching research summaries every month.
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As a bonus for readers of The Peer News who become members of the Peer Resources Network during October, 2006, we will send you at no additional cost a CD that contains the three past issues and the current issue of Compass: A Magazine for Peer Assistance, Mentorship and Coaching as well as the past 12 months of the Peer Bulletin. This CD is free to PRN members and will be sent by postal mail at no cost to any individual category member or the group leader of any institutional membership.
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"The difference between a stepping stone and a stumbling block is often just a matter of character."
~ Grey Owl ~
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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
To learn more about the people quoted in this issue or to access more of what they have to say, consider becoming a member of the Peer Resources Network (PRN). Members receive a monthly newsletter 60-90 days earlier than The Coaching News that contains the same text plus additional articles not available in The Coaching News plus links to all quoted sources. Membership is fee-based and the benefits and features are listed at: www.peer.ca/PRN.html
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