Recently in Coaching Update Worldwide Category

Shanghai is said to be the center of China.  Recently, Shanghai is said will be becoming the center of the World.  I have visited Shanghai in Sep 2008 to find out how is coaching developing in Shanghai from the prospect of IAC.

Through the kind arrangement of HRPC, I had a close circle meeting with 16 of their members.  They are mostly HR Directors and Managers from foreign, JV companies and Senior Consultants from Training and Consulting companies. 

Here are some of my observations:

• Learning atmosphere is very heat among executives and corporations.  They are very willing to invest money in value-added learning for enhancing leadership, management, team building, staff motivation and etc.  There is one very interesting scenario there that they believe "The most expensive the best the course".  Generally, courses are charging at over RMN30,000.
• Coaching courses are already there in Shanghai but mostly are delivered by foreign speakers/coaches.
• Shanghai executives who attending the foreign speakers' courses has sufficent or good English standard.
• Coaching is considered as part of the tool they want to incoporate in to their learning path.  However, to be a professional coach or treating Coaching itself as an expertized profession is yet to go.
• There is still a bit of "Fast Fixing" solution mode from their expectation.  Thus, consultants who are also practicing coaching are expected to give client advises and solutions.
• Some members seriously shared with me their concern about "Abusing Coaching".  They need authoriies to define "Coaching" for a clarification.
• Members also pointed out that incorectly implementing "Coaching Culture" in to a corporation creates confusion for some are using Coaching ias a Banner for its trendiness only but not the essence.

There is a lot of room for coaching development in Shanghai.  I believe coaching could bring to the wellness of people and organizations.  How could coaches in Hong Kong contribute to this mandate. 

 http://www.hrpc.com.cn/activity/0809coach/sharing.htm 

It was my honor to have involved in the first meeting of the IAC Shenzhen Chapter hosted by Coach Benny yesterday.  The meeting was attended by 18 participants who are mostly executives/senior executives of enterprises in Shenzhen.  They came with a curoisity in knowing more about Coaching and how to become a leader with Charisma in organiations.  It was a meeting with great success.

We had discussion, small group activities and presentations.  I was particular impressed by their enthusiastic and openness in learning though they are all brilliant and knowlegable leaders in the city.  They appreciated the meeting has given them room for reflection and self-awareness. 

Well, we hope to fan the flame with small step in introducing how benefit Coaching could bring to one's life and work.

Awesome Shenzhen Chapter!

 

"Coaching" has become quite a trendy vocabulary recently.  Many people claim themselves as Coaches casually.  Yes, it is very difficult for you to distinguish without knowing clearly and deeply what coaching is.

I would say, everybody can learn coaching and use this highly developed communication skill in their life and work for a happier and fulfilled life.  However, not everybody can be a professional coach. 

That's why sometimes Trendy brings dummy to the public.  Public was blindly brain-showered to have a completely wrong concept about what Coaching is.  Similar things could be easily happened in China as people are so hungry for new things. 

Therefore, learn Coaching correctly is the first step to become a professional. 

 

 

"The IAC and the ICF are two independent certifying organizations, meaning they do not have a vested interested in coach training programs. Their evaluations are based on their individual standards, and each organization has their unique way of administering their certifying process.

The IAC does not require that you attend a specific training institute, or log a certain number of coaching hours. The certification is based on an understanding and demonstration of coaching proficiency, through a written, online exam, and recorded coaching sessions which are evaluated by a trained team of certifying examiners. http://certifiedcoach.org/certify/certification.html

The IAC recognizes that many professionals from various industries transition into coaching, or use a coaching approach a variety of ways in their business or practice, therefore does not require a set number of training hours in order to assimilate coaching skills, or necessitate logging coaching hours.

For information about the ICF's certification program, visit: http://www.coachfederation.org/

Prior experience and personal preferences will best determine which certification a coach decides to pursue."

source: International Association of Coaching

In my recent conversations with coaches in Hong Kong and China, I was told that they are receiving more email enquiries asking for co-operation opportunities. Their names are either picked from the HKICC coaches directory or the IAC membership list.

It is not a surprise to me. As a couple years ago, there were chief coaches from international coaching and consultant companies asked me on how to identify high standard Chinese speaking coaches in China. Some did come to Hong Kong and interviewed a number of coaches to get ready for their future marketing strategy.

Although there are quite a number of professions use the title of "Coach" in China, both my UK and US experienced chief coaches told me that they are more on consulting than coaching by giving advises based on their rich business experiences. Coaching in Hong Kong are having a closer concept as what they are doing in overseas.

Frankily speaking, if you are a high standard and certified coach, resided in China, having strong leadership in developing and managing a team of coaches with bilingual capacity, you are the one being in hunt.

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

In a recruitment post on 11 Dec 2007 for A Team Leader to work in Shanghai for 通用电气（中国）有限公司 GE China, coaching skill becomes one of the requirement:

QUALIFICATIONS / REQUIREMENTS:
* BS+ degree in Mechanical or Electrical Engineering. 3+ years' engineering experience on industrial new product development or product / technology transferring.
* At least 2+ years' experience of leading new product development or localization projects within an engineering team.
* Self-directed and self-motivated in a new business and function. Be able to work with cross-functional and global teams to set up clear targets for team, which fully align with business strategies and customer needs.
* Great team working spirit. Be willing to take the challenges to the team and solve them out resourcefully.
* Proven leadership skills. Be able and willing to mentor, coach and develop team members via project practices.
* Excellent communication / influencing skills
* Be familiar with project management scopes and tools
* Working experience in multi-national, cross-functional and multi-cultural teams
DESIRED:
* 6-Sigma GB certified (GE internal)
* MS+ advanced degree in Engineering
* Experience in wind turbine technology or hardware

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.

I had a conversation with the director of a global human capital management company, he told me that high standard certified coaches are in demand in China, in particular those Chinese speaking ones.

Along with the fast pace economic growth in China, in the past 10 years more and more global companies have established their branch offices, factories and OEM partners in China. Transition Coaching was the main demand in the past and those require only English speaking coaches. However, along with the localization process, high talent Chinese executives are promoted to senior positions, new format of coaching is in demand. What are these needs?

IAC is vagorously developing her multi-language certification. Do you want to be part of this process. Please join IAC HK Chapter Meeting and contribute your talent.