Recently in Coaching Inspirations Category

It is indeed a real question that all coaches should ask themselves before they come in to professional practices.

"No coach can help every client?" could be a fundamental question to begin with and to admit to.

Being a coach, we will not put ourselves at nowhere. We love to turnaround or shift things upside down creatively. Therefore, we play an exercise on searching ourselves internally - "Who are my favorite clients." If you are working with the right category of clients, you will find the coaching flow goes as is because you are an expert than a on-the-job training coach.

Coaches are life-learners. Professional Coaches always hire their personal coach to raise their self-awareness and clear the blind spots. If your coach never have a mentor coach than only learnt coaching from his/her coaching school, he/she may not understand the real deep taste of coaching. Then, how could he/she coach you for your maximum benefit.

below is a message from coachng common.

What Happens When Coaches Make Mistakes?
Posted: 27 Feb 2008 11:22 AM CST
When I read this article from Thailand, it really made me think about how coaches admit, respond and make adjustments when they feel their clients are not making the anticipated progress. This coach talks quite candidly about realizing that he coaches top level execs very well, but does not experience the same success with middle managers.

His lightbulb-moment caused him to rethink his client base as he rededicated his coaching efforts to the group that reached desirable outcomes. Remain an executive coach, yes, but not for just ANY executive.

Do coaches receive coaching to help them understand their strengths, assess their effectiveness and evaluate their outcomes? What happens when coaching clients do not reach their goals? Do coaches consciously gravitate toward clients they know they can help or do they cast their nets wide and understand that no coach can help every client?

Do you need an executive coach? Do your managers? Here is a useful framework for thinking about the role of coaching, from Harvard Management Update.

by Paul Michelman

Is executive coaching at U.S. companies destined to play a role occupied by psychoanalysis in some Neil Simon version of Hollywood: a virtual prerequisite for anyone who aspires to be anyone?

It might seem that way at some organizations, at least to the untrained eye. IBM has more than sixty certified coaches among its ranks. Scores of other major companies have made coaching a core part of executive development. The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot.

And whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders.

"Coaching has evolved into the mainstream fast," says Michael Goldberg, president of Building Blocks Consulting (Manalapan, New Jersey), whose clients include New York Life and MetLife. "This is because there is a great demand in the workplace for immediate results, and coaching can help provide that." How? By providing feedback and guidance in real time, says Brian Underhill, a senior consultant at the Alliance for Strategic Leadership (Morgan Hill, California). "Coaching develops leaders in the context of their current jobs, without removing them from their day-to-day responsibilities."

At an even more basic level, many executives simply benefit from receiving any feedback at all. "As individuals advance to the executive level, development feedback becomes increasingly important, more infrequent, and more unreliable," notes Anna Maravelas, a St. Paul, Minnesota-based executive coach and founder of TheraRising. As a result, she says, "Many executives plateau in critical interpersonal and leadership skills."

So, should you have a coach? And which managers in your sphere of responsibility might benefit from working with an outsider to help sharpen skills and overcome hurdles to better performance?

The right approach to answering these questions still varies a great deal depending on whom you ask, but input from several dozen coaches, and executives who have undergone coaching, does provide a useful framework for how to think about the role of coaching.

The road to coaching runs two ways
Although both the organization and the executive must be committed to coaching for it to be successful, the idea to engage a coach can originate from either HR and leadership development professionals or from executives themselves. In the past, it has more often sprung from the organizational side. But given the growing track record of coaching as a tool for fast movers, "We see more executives choosing coaching as a proactive component of their professional life," says Cheryl Leitschuh, a leadership development consultant with RSM McGladrey (Bloomington, Minnesota).

Executive coaching is not an end in itself
In spite of its apparently robust potential, the very act of taking on a coach will not help advance your career. In other words, don't seek coaching just because other fast movers in the firm seem to be benefiting from it.

Coaching is effective for executives who can say, "I want to get over there, but I'm not sure how to do it," says James Hunt, an associate professor of management at Babson College and coauthor of The Coaching Manager (Sage Publications, 2002). "Coaching works best when you know what you want to get done." Perhaps, in spite of your outstanding track record, you haven't yet gained the full interpersonal dexterity required of senior managers—for example, you're not yet a black belt in the art of influence, which is so important in the modern networked organization. Honing such a skill might be an appropriate goal for a coaching assignment.

But simply having a clear purpose won't guarantee coaching value, says Michael Goldberg. "You have to be open to feedback and willing to create positive change. If not, coaching may not be the answer."

There are certain times when executives are most likely to benefit from coaching. Executives should seek coaching "when they feel that a change in behavior—either for themselves or their team members—can make a significant difference in the long-term success of the organization," says Marshall Goldsmith, a high-profile executive coach and author of eighteen books, including The Leader of the Future (Jossey-Bass, 1996).

More specifically, the experts say, coaching can be particularly effective in times of change for an executive. That includes promotions, stretch assignments, and other new challenges. While you may be confident in your abilities to take on new tasks, you may feel that an independent sounding board would be beneficial in helping you achieve a new level of performance, especially if close confidants are now reporting to you. More so, you may recognize that succeeding in a new role requires skills that you have not needed to rely on in the past; a coach may help sharpen those skills, particularly when you need to do so on the fly.

But coaching is not just for tackling new assignments. It can also play an invigorating role. Coaches can help executives "develop new ways to attack old problems," says Vicky Gordon, CEO of the Gordon Group coaching practice in Chicago. "When efforts to change yourself, your team, or your company have failed—you are frustrated or burned out—a coach can be the outside expert to help you get to the root cause and make fundamental changes."

One increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers, and on helping executives better understand and lead a new generation of employees whose work ethics and values are different, says Stephen Fairley, president of Chicago-based Today's Leadership Coaching and coauthor of Getting Started in Personal and Executive Coaching (Wiley, 2003).

Coaching engagements should be part of a larger initiative
"Coaching works when it's systematic," says Babson's Hunt, and many organizations use coaching as an integrated part of a larger leadership development program. Increasingly, firms incorporate "360-degree" feedback, using the results to indicate areas in which an executive might benefit from working with a coach. Has your feedback revealed an area in which you would like to improve? Is it a skill you need to refine in order to advance through the organization? Would you benefit from an outside perspective? The answers to these questions help gauge the potential value of coaching.

Coaching can provide benefits not available elsewhere
"One of the big benefits of a coach is that they aren't tied to the organization, your friends, or anyone else," says Washington, D.C.-based executive coach Linda Finkle. "They are tied to you only, so they support what you want and where you want to go.

"Even our families, who want the best for us, can't be unbiased or totally objective. What you do or do not do impacts them, whether it's positive or negative. A coach is not impacted by your decisions, your wins or losses, or anything else."

As Finkle notes, this doesn't mean that company goals aren't supported by coaching—indeed, the coach was most likely hired by the company to support the executive's efforts to achieve those goals. Even so, the role of the coach is not to represent specific company needs or interests. "The perspectives they provide, the alternatives discussed, and everything else has no agenda except to support the coachee," she says.

For better or worse, many executives can't find this type of conversation partner—what Harvard Business School professor Thomas DeLong calls a "truth speaker"—elsewhere in their companies.

Reprinted by permission from "Methodology: Do You Need an Executive Coach?" Harvard Management Update, Vol. 9, No. 12, December 2004.

See the current issue of Harvard Management Update

Paul Michelman is the editor of Harvard Management Update.

Are There Organizational Risks to Coaching?

by Paul Michelman

Ideally coaching is a three-way partnership between the executive, the coach, and the organization, in which all involved agree on specific goals and parameters. Even so, no one can really control coaching's outcomes.

So should companies worry that the coaching experience will reveal to valued executives a motivation that leads them astray from the intended organization path—or away from the firm altogether?

Here's one way to look at it. If an experience—through coaching or anything else—reveals an interest that leads an executive away from the firm, everyone stands to gain. The executive finds a better fit and, ideally, a space in the firm becomes available to someone who is motivated by the challenges at hand. It's much the same thinking that companies have gone through regarding leadership-development programs at large. The occasional departure of a manager in whom the firm has invested a great deal is offset many times over by the increased value of those who remain.

Source: http://hbswk.hbs.edu/archive/4853.html dated 6/13/2005

高階教練Executive Coaching──經營管理的新顯學

根據調查，美國企業平均每年花在高階教練的經費約是10億美元，顯示 「教練」已成為企業經營管理上的顯學 而高階教練的計畫與執行，如何為企業策略與人才發展加值，已成為人資工作者不得不關注與省思的課題。以下是產業學院HRD CLUB 七月講座"高階教練Executive Coaching" ，邀請到陳錦春小姐演講的報導．隨著全球化時代來臨，所有組織與個人莫不卯足全力，挖空心思提升競爭力，期使在全球的競爭上立於不敗之地，而身處高度競 爭、高壓力負載的環境下，高階經理人可謂「高處不勝寒」。由於高階主管位高權重，部屬通常不敢給予真實的回饋，而形成許多經營管理上的盲點，加上組織對高 階主管的高度期望，也常使主管不敢輕易洩露自己的無力與無助。日積月累，造成主管們缺乏自信，看不清目標而舉棋不定；或是專斷獨行，聽不進任何人的意見； 走到這種地步，小則影響自身前途，大則造成團隊失控，對企業影響甚鉅。

★何謂「教練」？
根據美國一項調查指出，有一半以上的高階 主管在面對未來工作生涯時，無法勝任組織的要求，而必須尋求外援。全球人力資源管理顧問公司Right Management Consultants在2004年的研究則揭露了86%的公司曾運用過教練（Coach）來改善領導潛能及達成組織目標。而根據《哈佛經理雜誌》 （Harvard Management Update），美國企業平均每年花在高階教練（Executive Coaching）的經費約是10億美元。凡此種種皆顯示「教練」在美國已經成為企業經營管理上的一門顯學，而在台灣則仍屬方興未艾。高階教練的計畫與執 行，如何為企業策略與人才發展加值，相信是許多人資工作者關注的課題。「教練」對企業的效益令人期待，因此，我們不妨先來了解何謂「教練」？曾任職於華邦 電子訓練發展經理、目前於Marshall Goldsmith School of Mgt.商學院攻讀心理諮商博士的陳錦春指出，根據國際教練聯盟協會（ICF，International Coaching Federation）的定義：由專業的教練和一位高階主管所形成的一對一的協助關係。關係的建立是為了協助主管提升個人以及組織的績效，達到一種可以看 見及測量的結果。而在這種協助關係中，教練運用不同的行為技巧和方法來協助當事人達到他們共同設定的「改善其專業表現和個人適應力」的目的，而終極目標則 是提升組織的效益。教練的基本哲學是，相信當事人擁有創意和資源的完整個體，在這個基礎假設上，教練的責任就是發掘、澄清當事人所想要達到的目標，進而將 此目標連結到當事人的日常工作上，並鼓勵當事人發現自我、自發性地找到解決問題的方案，並且協助他朝此策略目標前進。事實上，高階教練的發展一開始是組織 心理學家針對企業經理人以及資深領導人提供顧問式的協助，由於顧問對組織及個人不具威脅性，且能提供一定程度的幫助，包括：提高生產力、改善工作品質、強 化組織力量、以及工作關係（包括與直屬主管、利益關係人及同儕、工作團隊等）的改善等，因此大受歡迎，成為時下高階主管趨之若鶩的成長助力之一。

★誰需要被教練？
由於高階教練在實務上的成果備受肯定，許多高階主管親身體驗到其效果，也開始為中階主管們延聘教練。但是延聘教練所費不貲，因此企業不妨先釐清教練的適用對象。根據陳錦春建議，高階教練適用於組織當中的下列人選：
● 沒有表現出其最理想的程度，或是表現得不錯，但是有某些部分需要加強；
● 正處於某種可能會導致其表現不彰的壓力之下；
● 正要轉換到某個職務上，而且會被賦予更多的責任或承擔高風險的工作；
● 因其個人的問題而導致工作上的負面表現；
● 自覺需要被幫助者。

由 於這些人可能已經晉升，或者被列入人才庫當中，而目前由於某種情境或因素而無法完全發揮工作績效，因此需要教練的協助，企圖藉由教練過程來改變其認知或行 為模式，讓當事人為其職涯上的升遷做準備；或讓當事人在動態的組織變革，包括編制的變動、國際化佈局、企業危機、組織衝突等等，有更好的適應力和能力來因 應，並且強化當事人處理組織、家庭及個人需求上緊張關係的能力。而對於組織來說，由於高階主管的身心及能力發展完備，連帶將使組織受益，進而增強組織和團 隊的效益。

★教練，怎麼做？
加強經營績效是許多高階主管聘用教練的主要目的，做法上不外乎透過評估（Assessment）、客製化服務（Customization）、教練（Coaching）及績效分析（Impact Analysis）4個步驟的循環（如【圖1】）。

【圖1】教練4步驟循環圖資料來源：陳錦春




教 練要達到滿意的目標，一開始必須檢視組織的價值、策略和目標；接著，根據當事人的需求量身訂作所有服務的細節，並回饋給當事人；然後才是進行一對一的教 練；最後還要做績效分析，包括將個體所獲得的自我觀照能力、成就以及改變等提出具體的報告內容。最新的教練模式是結合組織心裡學和治療的概念，這種整合概 念首先是運用「同理心」來發展與當事人之間的教練夥伴關係，包括建立其正面的自我形象，給予當事人正面的關懷，以及開放和坦承以對。

第二 階段則是維持教練夥伴關係，包括當事人對自我的知覺、對被教練者身分認知、以及適應行為的改變等。施行重點在於透過心裡分析手法，找出解決問題和行為改變 計畫，進而了解思想與行為間的關係。由教練過程帶出更有效的行為、更多對自己的關懷、更深層的自我了解以及更強的行為動機，來達到強化工作表現的目的。陳 錦春也提醒，根據不同需求以及想達到的目的，採用的教練手法也會有所差異，例如當組織的重點是放在協助被教練者達到顧客滿意的營業目的，以及協助個人達到 某種（心理或行為）復原的效果，此時通常採用短期、修護性的教練方式；而假設被教練者重視的是個人的生涯發展，那麼教練就必須協助當事人從事長期的生涯探 索。

★教練的3種評量工具
教練技巧係融合人本心理學、組織心裡學、行為科學等於一爐的行為方案，它既探索個體的深層內在，也強調科學的佐證。因此，在教練過程中通常會佐以測量工具，以求達到客觀的目的。教練最常用的3種工具，分別介紹如下：

一、 MBTI（Myers-Briggs Type Indicator）這是心理學上經常使用到的人格測驗工具，由瑞士著名的心理分析學家榮格（Carl G. Jung）在1920年初期所發展出的人格類型演化而來。MBTI將人格類型分為8類，分別是內向型（I，Introversion）與外向型（E， Extroversion）、感官式（S，Sensing）與直覺式（N，Intuition）、思考型（T，Thinking）與感覺型（F， Feeling）、以及判斷型（J，Judgment）和覺察型（P，Perception）。這8種人格類型又可組合出16種人格指標（如【圖2】）。 例如諮商員大多是內向（I）、直覺（N）、人本（F）以及跟著計畫走（J）的人格類型；而督導者則通常較外向、凡是親身體會較能相信、重邏輯及判斷。

【圖2】MBTI職業適性性向分析資料來源：陳錦春




二、 CPI（California Psychological Inventory）CPI是一種被廣泛使用於人際行為與社會互動的人格測量工具，包括19%的法律執行機構會使用CPI來做為職前的選拔依據，而FBI 也利用它作為工作審查工具。CPI是根據人的內向／外向、以及是否照常規常理行事，將人格特質區分為Alpha、Beta、Gamma、Delta四個象 限（如【圖3】）。例如某君測驗結果是落在GAMMA區，其人格特質為外向、有創意型，推測此人可能是行銷顧問或廣告公司老闆等。

圖3】CPI 的4種人格特質資料來源：陳錦春




三、 STRONGSTRONG總共有317個項目，被組織成8個不同的部分。測驗結果分為3層：6種職業主軸（如【圖4】）、25個興趣等級和104個職場上 的等級。STRONG經常被運用為生涯規畫的工具。【圖4】STRONG的6種職業類型不過陳錦春也提醒，受試者有時會受到情境的影響而出現不同的測驗結 果，因此，身為教練也不能一味的被數字或測驗結果所影響。

★如何在組織中導入高階教練？
結合心理諮商與企業顧問的教練模式，從 1995年開始漸受重視。在全球化的急遽競爭下，或許不久的將來台灣也將吹起一陣教練風。而想在組織推行高階教練，陳錦春表示，首要之務就是要讓「施行教 練」這件事情和組織策略連結起來。接下來則是確認及過濾適當的教練人選，然後讓教練跟上組織運作的速度，了解組織需求，讓教練和被教練者能夠適應彼此，協 助教練事宜能夠上軌道。最後，也別忘了要評量成果。因此，當企業打算導入高階教練，必須考量下列事項：

● 個別角色的責任：包括負責教練專案的單位（或人）有哪些？如何挑選以及配合教練一同運作？
● 策略性的考量：如何讓被教練者有被教練的意願（讓他可以得到好處）？並且要與企業策略與組織需求相結合。
● 訂定契約：必須有文件為憑。
● 對於整個方案的通盤考量：選一個教練，公司有多少預算？以及如何進行成果評估等。

陳 錦春並強調，不要忽略影響教練成效的因素。其中能強化教練效益的因素包括：教練／參與者關係的建立、回饋的品質、判讀報告的能力、參與者的承擔與承諾及主 管的支持度等。相對的，如果參與者能運用的資源太少、溝通不良、組織（主管）支持度低以及參與者不能實現承諾等，都是降低教練成效的負面因素。至於教練， 是由組織內部同仁擔任或者外聘，企業也需慎重考量。由同仁來實施，由於對企業的專業以及內部狀況知之甚詳，而且能夠與HR部門的發展計畫連結，自然有其優 勢；不過內部同仁要教練高階主管立場頗為尷尬，而外部教練則能夠以更客觀的立場，將教練技巧施行於高階主管身上，而沒有HR的包袱，因此是目前比較有效且 受歡迎的方式。

★教練他人，從自己做起！
施行高階教練，主管無須離開職場，而是直接與其日常工作上的運作銜接，如此一來，不只個 人受益，連帶組織也可以得到好處，因此教練工作有其成就感。陳錦春表示，要成為稱職的教練，必須學習的領域相當廣泛，領導力發展顧問馬歇爾‧葛史密斯 （Marshall Goldsmith）的教練祕招就在於，他會要求被教練者自己訂目標，並且當眾承諾要改變哪些行為，如果做不到則必須勇敢道歉。正由於公開承諾，身為高階 主管總不願自毀威信，因此會努力地去改變自己的行為。此外，馬歇爾會請被教練者找出影響他行為的關鍵第三人，透過正面的支持與鼓勵，以及適當的激勵手法來 使被教練者朝目標邁進。「要幫助別人成長，就要從自己開始。」對於所有想改變現狀，追求向上的職場老將或新兵，這句馬歇爾鼓勵所有他教練過的CEO的話， 都是非常受用！

★導入高階教練4階段計畫階段1：定義出發展目標擬訂全面性的策略指導方針和遊戲規則階段2：目標願景要明確且定義清楚透 過承諾獻身於意欲達成的成果，導入高階教練流程階段3：個人化的行動計畫 長時間的行為改變與支持階段4：指導教練會議與互動採取必要的行動與改變行為模式資料來源：陳錦春
文／人才資本雜誌特約記者　許慈倩
source: http://www.wretch.cc/blog/HelenaR&article_id=9178869 Sep 2007

THE ROI OF BUSINESS COACHING REVISITED
ROI or VOI?by Bronwyn Bowery-Ireland

In the last several issues of Business Coaching Worldwide, I have shared some models that are currently used to measure the ROI of business and executive coaching. At this stage, rather than present another model, I would like to create a little debate and discussion around ROI in general and how coaches are using ROI models.

I often hear coaches say, "Why should we use an ROI model to measure coaching at all?" This is a pretty good question. ROI was a '60s response to the need to measure the effectiveness of training and its impact on corporations' bottom lines.

But coaching is very different from training. Coaching is client-centered, client-directed, and client-focused. There is no formal training plan set in place. Trainers, on the other hand, teach new skills and determine the particular training methodology to be used. ROI justifies the training by showing a direct link between the training and resulting improvements in employee productivity—and thus the bottom line.

read more

source: Business Coaching Worldwide winter issue 2006

Although Coaching sounds has already been on board in China. International companies hire coaches for their expatriates for transition coaching and cross-cultural coaching are the major demand. Yet, there is no reliable record about how many local Chinese organizations understand what is coaching and how to utilize this effective mean in their senior management's development.

Some of my coach colleagues are travelling all the way to Shanghai, Beijing and Guanzhou for providing 1 on 1 coaching services to international companies located in China. Thus, the out of pocket expenses are expensive.

I strongly believe there are some local Chinese professionals from all walks could transform themselves in to a professional coach for both executive and life coaching. Then, what hinders the development of coaching in China?

There could be many reasons, yet I think one of the main reasons could be due to the coaching learning materials are mainly in English. Thus, IAC is in her preparation process in providing the IAC Coaching Masteries in Chinese to enhance the learning exposure of coaching material to Chinese coaches.

I have briefly translated the IAC Coaching Materies titles as below: They are just for your early reference withour verification by IAC. Please refer details per IAC website at http://www.certifiedcoach.org/

1. 建立及維持互信的關係
2. 察覺和肯定客戶的潛能
3. 投入聆聽
4. 處身現在
5. 表情達意
6. 理清
7. 協助客戶建立並保持清晰的意向
8. 探索更多的可能性
9. 協助客戶創建並且使用支援性的系統和結構

Keith To, one of the experienced coaches in Hong Kong has well written an article in this relation at http://www.wabccoaches.com/bcw/2006_v2_i4/feature.html. Please enjoy reading.

One of my coaching friends said to me this this week, "I need to hire a Mentor Coach for my Coaching Certificate."

In fact, this voice was exactly the same in my mind 2 years ago. I did and after 8 months of advancing learning, I am certified by the IAC. Yes, as our coaching spirit, set your goal, hire a coach and you will be the champion.

If I look around the coaches in the coaching directory of the Hong Kong International Coaching Association, I did not find many of them offers mentor coaching. Does it mean we are lacking of mentor coaches in Hong Kong? Or there are only limited experienced coaches offering mentoring because there is limited demand.

I, therefore, decided to organize a meeting about how to get certified by ICF and IAC in our Feb meeting with invited guest speaker, Coach SK. Please stay tuned.

Recently, I have a chance to involve in a discussion on how to coaching a family business.

John A. Davis suggested in his article on "Five Steps to Family Negotiation" that negotiate over interests, not positions. If a family member doesn't know what his or her interests really are, a supportive family can encourage the family member to talk about possible scenarios and gradually uncover his or her true interests. This process requires patience and a nonjudgmental and positive attitude about the family member and his or her possible choices. In a trusting environment where an individual's true needs, goals, and fears can be expressed.

Coaching emphases on trust, safe environment, self-discovery, non-judgmental. Moreover, coaches are helping their clients in revealing their operational systems and seeing beyond from where they are to where they want to become. Isn't it amazing that coaching offers these essence.

"There are some that can see it in themselves; there are some that need to be informed," says Professor Narayandas. "Talent needs to be nurtured: Many times it takes someone else who can recognize that an individual can think beyond their job, can think bigger, and has the potential to make a bigger impact......."

If I come to ask, 'Who would like to take part in the IAC Hong Kong Local Chapter? "

What I'd like from you are the answers to three questions:

• What do you want to do in this situation?
• Why do you do it?
• What concerns have you with your own plan of action?

Did you taste the taste of "Coaching"?

My Mentor Coach for the IAC Certification has done a simple passing rate survey in Mid 2006 and said:

"The BACC pass rate is nearly three times the IAC average. As you may know, only 25% of people who submit recordings for Step 2 of IAC certification pass on their first try. Of the seven BACC members who have done Step 2, five have passed with flying colors on their first try. That's a 70% pass rate."

more about mentor coaching