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ICF Core Competency: Co-creating the Relationship – Coaching Presence

The second point under Co-Creating the Relationship is Coaching Presence.

4. Coaching Presence – Ability to be fully conscious and create spontaneous relationship with the client, employing a style that is open, flexible and confident.

  1. Is present and flexible during the coaching process, dancing in the moment.
  2. Accesses own intuition and trusts one’s inner knowing—”goes with the gut.”
  3. Is open to not knowing and takes risks.
  4. Sees many ways to work with the client and chooses in the moment what is most effective.
  5. Uses humor effectively to create lightness and energy.
  6. Confidently shifts perspectives and experiments with new possibilities for own action.
  7. Demonstrates confidence in working with strong emotions and can self-manage and not be overpowered or enmeshed by client’s emotions.

Retrieved from ICF Core Coaching Competencies.

I like to think of coaching presence as similar to “mind like water” and “mind like the moon”  in Karate or martial arts.

The first metaphor of “mind like water” (“mizo no kokoro” or “mushin“) refers to “quieting one’s mind to the point that it resembles a still pond of water without a single ripple or wave of distracting mental activity. In this state, the surface of the water reflects a clear and perfectly undistorted image of the surroundings, like a mirror.”

The second metaphor of “mind like the moon” (“tsuki no kokoro” or “zanshin“) “describes an acute state of non-analytical alertness or global awareness wherein the mind observes every detail, just as the moon shines on everything
without prejudice or preference, and remains unaffected by what it illuminates.”

The metaphor of “dancing in the moment” for coaching presence is spot on.

Retrieved from Mushin and Zanshin.

Click here to see the 11 ICF Core Coaching Competencies in this blog.

ICF Core Competency: Co-creating the Relationship – Establishing Trust and Intimacy with the Client

The second category of ICF core competencies is Co-Creating the Relationship and the first point under it is Establishing Trust and Intimacy with the Client.

3. Establishing Trust and Intimacy with the Client—Ability to create a safe, supportive environment that produces ongoing mutual respect and trust.

  1. Shows genuine concern for the client’s welfare and future.
  2. Continuously demonstrates personal integrity, honesty and sincerity.
  3. Establishes clear agreements and keeps promises.
  4. Demonstrates respect for client’s perceptions, learning style, personal being.
  5. Provides ongoing support for and champions new behaviors and actions, including those involving risk taking and fear of failure.
  6. Asks permission to coach client in sensitive, new areas.

Retrieved from ICF Core Coaching Competencies.

Establishing trust and intimacy is always a challenge, especially during the initial coaching sessions. How do you show a genuine concern for your client?  You can begin with being fully present, that is, giving 100% of your attention to the person in front of you and listening openly and actively to what she is saying and what she may not be saying.

You must also show respect to the uniqueness of the person and not make any judgments about who she is, her challenges or issues, expressed perceptions and thoughts, her behavior and so on. Accepting the person for who she is helps create trust.

You must strive to communicate clearly and make sure agreements are clear. Do what you say you will do and say what you do. In case something appears not to be clear, make an effort to re-clarify. Support your client in her efforts to try out new behaviors and ways of doing things.

When you feel you must give honest feedback that may hurt, weigh how ready she is to receive this and work with it constructively. It helps to ask permission to coach in sensitive areas.

Click here to see the 11 ICF Core Coaching Competencies in this blog.

ICF Core Competency: Setting the Foundation – Establishing the Coaching Agreement

The second point under Setting the Foundation is Establishing a Coaching Agreement

2. Establishing the Coaching Agreement—Ability to understand what is required in the specific coaching interaction and to come to agreement with the prospective and new client about the coaching process and relationship.

  1. Understands and effectively discusses with the client the guidelines and specific parameters of the coaching relationship (e.g., logistics, fees, scheduling, inclusion of others if appropriate).
  2. Reaches agreement about what is appropriate in the relationship and what is not, what is and is not being offered, and about the client’s and coach’s responsibilities.
  3. Determines whether there is an effective match between his/her coaching method and the needs of the prospective client.

Retrieved from ICF Core Coaching Competencies.

Establishing a clear coaching agreement at the beginning of a coaching relationship is very critical so that coach and client know what to expect and what’s included vs. what’s excluded.  Ground rules for sessions are set down.

When there is a three-way relationship, that is, one involving a sponsor, client, and coach, then clarifying the agreement becomes even more important to avoid issues. The sponsor is typically the superior of the client that engages or sponsors the coaching program for the client.  The client is the person being coached or is the “coachee.”  The coach must ensure that both the sponsor and client know the ground rules on confidentiality and agree with them.  That is, what if any matters discussed by the client with the coach will be shared with the sponsor.

From experience, it helps to have the client initiate and have periodic conversations/updates with her superior so that the accountability for deciding what to share and how remains with the client.

To see examples of coaching agreements, visit these links below. You can find more examples by googling the keywords “coaching agreement.”

Coaching Agreement Example 1
Coaching Agreement Example 2
Coaching Agreement Example 3
Coaching Agreement Example 4

Click here to see the 11 ICF Core Coaching Competencies in this blog.

ICF Core Competency: Setting the Foundation – Meeting Ethical Guidelines and Professional Standards

The first category of ICF Core Competencies is Setting the Foundation and the first point under it is Meeting Ethical Guidelines and Professional Standards.

A. Setting the Foundation

1. Meeting Ethical Guidelines and Professional Standards—Understanding of coaching ethics and standards and ability to apply them appropriately in all coaching situations.

  1. Understands and exhibits in own behaviors the ICF Standards of Conduct.
  2. Understands and follows all ICF Ethical Guidelines.
  3. Clearly communicates the distinctions between coaching, consulting, psychotherapy and other support professions.
  4. Refers client to another support professional as needed, knowing when this is needed and the available resources.

A professional coaching relationship exists when there is a business agreement or contract that defines the responsibilities of the coach and the client.

One advantage of engaging ICF professional coaches is that they agree to practice the ICF Professional Core Competencies and pledge accountability to the ICF Code of Ethics. They also aspire to conduct themselves in a manner that reflects positively upon the coaching profession; are respectful of different approaches to coaching; and recognize that they are also bound by applicable laws and regulations.

Click here to see the 11 ICF Core Coaching Competencies in this blog.

Retrieved from ICF Core Coaching Competencies and read more at ICF Code of Ethics.

What are the ICF Core Coaching Competencies?

The International Coach Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

The ICF has defined 11 core coaching competencies for professional coaches to master and demonstrate in their coaching with clients.  Coaches who aspire to be members of ICF and get their ICF credentials first need to take coaching training that is aligned with these core competencies, then continue to strengthen their actual application and mastery of these competencies, and then pass the ICF credentialing process.

So, what are these 11 core competencies?  The core competencies are grouped into four clusters. All competencies are critical for any competent coach to demonstrate.

A. Setting the Foundation
1. Meeting Ethical Guidelines and Professional Standards
2. Establishing the Coaching Agreement

B. Co-creating the Relationship
3. Establishing Trust and Intimacy with the Client
4. Coaching Presence

C. Communicating Effectively
5. Active Listening
6. Powerful Questioning
7. Direct Communication

D. Facilitating Learning and Results
8. Creating Awareness
9. Designing Actions
10. Planning and Goal Setting
11. Managing Progress and Accountability

More about each core competency to follow in the succeeding posts.

Source:  Retrieved from the ICF Individual Credentialing Core Competencies.

Is Coaching and Counseling the Same?

No, they are not.  Some folks may, however, confuse coaching with counseling and this is not unusual. Both coaching and counseling focus on helping people deal with difficult challenges or issues. Both may also focus on helping an individual to change her behavior.  How are they different?

Counseling typically involves people who are experiencing some dysfunctional behavior or internal turmoil. Counseling is often focused on healing past wounds and looking for the cause or origin of the dysfunctional behavior. Going back to the past is intended to help the client get unstuck, to gain understanding on how the behavior may be causing problems in the present and the dynamics involved, and then to be able to move forward in making the change the client wants.

Coaching is for everyone. In the corporate world, coaching is often an investment made to help high potentials progress towards their full potential and prepare them for bigger challenges. In families and communities, it is for anyone who would like to have a “thinking partner” in pursuing her work, life, or other goals. Coaching has a future focus and aims to create a desired state, that is, the goals that the client wants to achieve. It focuses on helping the client clarify her goals, assess the present, and identify what steps or actions she will take to achieve her goals. It is more focused on the future.

The lines between coaching and counseling may not always be clear, especially for a client. What’s important is that the coach can ascertain whether his client needs coaching or counseling. And, unless the coach is also a trained counselor, the coach will refer his client to counseling.

What is Professional Coaching and How Is It Different From Other Service Professions?

One of the things that a coach must do at the beginning of a coaching relationship is to help her coaching client better understand what professional coaching is and how it is different from other service professions.  Often, coaching clients mistakenly think that coaching is the same as giving advice or consulting or counseling. However, these are different in important ways. Key points are quoted from Coaching FAQs in the International Coach Federation website.

What is professional coaching?

“ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential… Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach’s responsibility is to:

  • Discover, clarify, and align with what the client wants to achieve
  • Encourage client self-discovery
  • Elicit client-generated solutions and strategies
  • Hold the client responsible and accountable

This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.”

How is coaching distinct from other service professions?

“Professional coaching focuses on setting goals, creating outcomes and managing personal change. Sometimes it’s helpful to understand coaching by distinguishing it from other personal or organizational support professions.

Therapy: Therapy deals with healing pain, dysfunction and conflict within an individual or in relationships. The focus is often on resolving difficulties arising from the past that hamper an individual’s emotional functioning in the present, improving overall psychological functioning, and dealing with the present in more emotionally healthy ways. Coaching, on the other hand, supports personal and professional growth based on self-initiated change in pursuit of specific actionable outcomes. These outcomes are linked to personal or professional success. Coaching is future focused. While positive feelings/emotions may be a natural outcome of coaching, the primary focus is on creating actionable strategies for achieving specific goals in one’s work or personal life. The emphases in a coaching relationship are on action, accountability, and follow through.

Consulting: Individuals or organizations retain consultants for their expertise. While consulting approaches vary widely, the assumption is the consultant will diagnose problems and prescribe and, sometimes, implement solutions. With coaching, the assumption is that individuals or teams are capable of generating their own solutions, with the coach supplying supportive, discovery-based approaches and frameworks.

Mentoring: A mentor is an expert who provides wisdom and guidance based on his or her own experience. Mentoring may include advising, counseling and coaching. The coaching process does not include advising or counseling, and focuses instead on individuals or groups setting and reaching their own objectives.

Training: Training programs are based on objectives set out by the trainer or instructor. Though objectives are clarified in the coaching process, they are set by the individual or team being coached, with guidance provided by the coach. Training also assumes a linear learning path that coincides with an established curriculum. Coaching is less linear without a set curriculum.

Athletic Development: Though sports metaphors are often used, professional coaching is different from sports coaching. The athletic coach is often seen as an expert who guides and directs the behavior of individuals or teams based on his or her greater experience and knowledge. Professional coaches possess these qualities, but their experience and knowledge of the individual or team determines the direction. Additionally, professional coaching, unlike athletic development, does not focus on behaviors that are being executed poorly or incorrectly. Instead, the focus is on identifying opportunity for development based on individual strengths and capabilities.”

Source:  Retrieved from Coaching FAQs at http://coachfederation.org/need/landing.cfm?ItemNumber=978&navItemNumber=567

Visit the International Coach Federation website to learn more about professional coaching at http://coachfederation.org/

What is You Leadership Point of View?

Do you know what your leadership point of view is, and can you articulate and share it with the people you work with in ways that help bring out their best?

The Leadership Point of View Process (LPoV) was developed by Ken Blanchard and Madeleine Blanchard after reading Noel Tichy’s book, The Leadership Engine. The LPoV is your credo and tool for communicating with others what they need to know about you as a leader, and how they can work effectively with you.

To find your LPoV, Ken and Madeleine Blanchard suggest that you start by asking yourself these questions. Write down your answers and reflect on them. Remember, the LPoV is a self-discovery process. It takes time. For some, it may even last a lifetime.

* Who are the leaders who are inspiring you?
* What qualities do they have? What did they do that you found inspiring?
* Can you do these things? Do you possess these qualities? If not, can you develop them? If not, what will you do about it?
* What do you expect of yourself and others?
* What can others expect of you?
* How will you share this information with others?

You may use the process on your own or you may work with your coach. Leadership is a journey and leadership coaching can contribute to your development.

You can read more about the LPoV leadership coaching process in the article “Coaching Tools for the Leadership Journey” by Ken Blanchard, Madeleine Homan Blanchard, and Linda Miller

Seven Essentials of Encouraging the Heart

What is leadership and how do we help leaders in their continuing journey of development? There are many ideas, models, approaches and tools. One of the powerful ideas is the Seven Essentials of Encouraging the Heart from Jim Kouzes and Barry Posner which they wrote about in their book The Leadership Challenge and developed further in their follow-up book Encouraging the Heart. They assert that leadership is a relationship, and having a connection with one’s team and each team member is critical to being a successful leader.

The root word “cor” means heart. in Spanish, “corazon” means heart. Encouraging the Heart is about the principles and practices that support our basic human need to be appreciated for who we are and what we do. It’s about how leaders can apply specific principles and concrete practices. Leaders are made and not born, and anyone can become a more effective leader by working on their leadership practices and behaviors. The seven essentials give leaders specific actions and behaviors to apply day-to-day.

The Seven Essentials of Encouraging the Heart:
1. Set Clear Standards
2. Expect the Best
3. Pay Attention
4. Personalize Recognition
5. Tell the Story
6. Celebrate Together
7. Set the Example

In Encouraging the Heart workshops I have facilitated, I’ve realized that many managers and leaders really do not usually show appreciation nor give recognition to what their teams, especially individual staff, have accomplished and contributed to achieving the standards. Most are very task and results oriented and quickly move on to the next task without any acknowledgments given. The authors use the word standards to mean goals, expectations, or objectives as well as values or principles. Standards refer to standards of excellence, and must be aspirational to bring out the best in everyone.

Some reasons given by managers and leaders for not giving credit where credit is due include, “…they’re just doing their job…,” “…we may be seen as playing favorites…,” and ” …they may think we are not sincere…. The fear of being vulnerable and misinterpreted seem to be deep seated. Whatever, the reasons one may have, the workshop enables participants to refelct on their most memorable recognition received and given, do a self assessment of their current practices against the Encourgement Index, and then create an action plan for building up the use of the seven essentials. Participants focus on areas for improvement as well as enhancing their strengths.

At the end of the day, at the heart of effective leadership is genuinely caring for people and consistenly applying tested leadership principles and practices.

Relationship Mapping Tool, A Coaching Tool for the Leadership Journey

Most of us begin our careers as technical or functional specialists who are individual contributors. When we get promoted to a team leader or supervisory role, and then later on to a managerial and executive role, we must transition from specialists who are individual contributors to leaders who contribute primarily through the work of others. The higher we move up the organization, the greater our dependence on the help and goodwill of others to get work done and accomplish organizational goals.

The leap from specialist to leadership can be a tough challenge for many as it requires learning how to get things done through others. Skills in planning, organizing, coordinating, controlling, as well as communication skills, interpersonal skills, motivating skills, networking skills, to name a few, become more critical to success than the technical or functional skills through which we built our earlier success.

Leadership is a journey and leadership coaching can help the budding and perhaps struggling new leader or leader in a new role. One leadership coaching tool is Relationship Mapping developed by Scott Blanchard and Madeleine Homan discussed in the article “Coaching Tools for the Leadership Journey” by Ken Blanchard, Madeleine Homan Blanchard, and Linda Miller. The Relationship Mapping Tool and process involves these five steps:

1. Identify your key goals and milestones

Define clearly what must be accomplished and how these will be measured.

2. Create a relationship map for each goal

For each goal, identify the key persons/stakeholders who will be affected by efforts to achieve the goal and achieving the goal.

3. Analyze the key persons/stakeholders in your relationship map

Answer these questions for each key person/stakeholder:

* What are their main goals and objectives?
* How will it serve them for me to succeed–or fail?
* What is needed from them?
* How can they help–or hurt–the project?
* What is the person’s thinking style?
What will be needed to most effectively communicate with and influence him or her?
* What attitudes does the person have about me?
Is there respect, credibility and trust?
* How do I feel about the person?
Is there any judgment or bad history to complicate things?

4. Identify who are more/most important to the success of the goal or project

5. Create an action plan for each critical stakeholder

Create a mini action plan for deepening you relationship with each critical stakeholder. Actions can include going to the person and asking for advice, calling or emailing the person to get an opinion on something, spending more time with them to get to know them better, getting their inputs about the goal or project over or coffee or lunch, and other interactions that can help deepen the relationship.

Pay attention to how they see things, understand their point of view, what they focus on, what is their approach, and so on.

In another post, we will look at a similar tool focusing on stakeholder analysis for communications planning.