LeAdership

Coaching World
Advancing the Art, Science and Practice of Professional Coaching

February 2012
LEADERSHIP
7 Principles of Di Vinci Michael Gelb Page 2

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BENEFITS
Prism 2011 BC Housing Page 11

BeneFits

Neuroscience in Coaching David Rock Page 5

Prism 2011 JOEY Page 14

Welcome to the new Coaching World!

ICF is excited to bring you this first edition of the new digital Coaching World. Remember this is as much your quarterly publication as it is ours, so we want your feedback! Going forward, we plan to continually evolve Coaching World and we want you to help us. Please email us your thoughts and suggestions to icfpr@coachfederation.org. ICF would also like to thank the hundreds of members who took time to provide us feedback and especially the 2011 ICF Marketing Committee who poured over the details of the member feedback and worked tirelessly to create a comprehensive review of Coaching World and provided thoughtful suggestions on how to improve the quality of our newsletter. Thank You. Enjoy!
PROFILES

Q&A

Coaching in Organizations William Bergquist Page 17 Global Views Coaches Q&A Page 7

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MARKETING
Marketing Your Practice Ora Schtull Page 19

High Impact Coach David Dan Page 8

Coaching the Global Village Pat Williams Page 9

RESEARCH

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2012 ICF Global Coaching Study Page 21

LeAdership

M. Gelb

the 7 principles of thinking like Leonardo di Vinci 1.

Curiosit An insatiable quest for knowledge and continuous improvement
This is really the beginning of you working effectively as a coach and embodying the principles of effective coaching. Its a deep curiosity of your own growth and evolution. It is about being curious regarding your own self-awareness, and your own mindfulness. It is recognizing your own challenges and being curious about how you can learn and grow and overcome obstacles.

proFiLes BeneFits

Michael Gelb is a man of many talents. He is a professional juggler, an author, a fourth degree black-belt in the Japanese martial art of Aikido; as well as a leading authority of genius thinking to personal and organizational development. A pioneer in the fields of creative thinking, accelerated learning, and innovative leadership: his work has been largely inspired by a relatively famous individual known for many of the same talents: Leonardo Di Vinci.
Considered historys greatest genius, Leonardo Di Vincis innovative thinking and creativity continue to inspire us. From inventing the parachute before anyone could fly, to plans for submarines, flying machines, and the collapsible ladders we use today, his ability to think creatively would be an invaluable resource to a coach or anyone in a leadership position. Through his research, Gelb has identified seven principles of How to Think like Leonardo Di Vinci. These practical, everyday exercises are something that all professional coaches can use to bring wisdom and personal growth to themselves and their practice.

Coaches really have to be a role model in this aspect. This is really about having the important ability of asking questions Its probably the most important coaching skill. Asking questions with the greatest point of leverage. What is the core issue for someone at that current time? Can you inspire their curiosita so they can rally to come up with some creative insight to help meet that core challenge. What is the key point of leverage? What is the core issue? Then you should ask, ask how do we get there? How do we get to the essence of finding what it is we need to discover.

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2.

Demonstrazione Learning from experience

This is all about cultivating your own independent, original thought. Its literally the discipline of looking at things from different perspectives, different angles. Really questioning what your beliefs and assumptions are. This is especially true the more leadership position youre in. Leaders by nature tend to consciously embrace the overwhelming amount of approval thrown at them. You start believing your own publicity. We all want confirmation about just how smart and clever we are. Demonstrazione is really a matter of self-discipline. All great leaders tend to be disciplined in challenging, questioning and considering different perspectives.

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LeAdership

M. Gelb
the seven principles of thinking like Leonardo di Vinci
Michael Gelb was a keynote speaker at the 2011 ICF Annual International Conference. Click here to visit ICFs international conference archive where keynote session videos and audio recordings are available.

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3.

Connessione Systems thinking

Everything connects to everything else. Leonardo is considered a genius because he made connections that nobody else had made before. Make new connections; see things in a new way. This is what a coach really does. Coaches help somebody see something in a new way. Help them make a connection that they havent made before, which enlivens them, mobilizes them, and helps them solve their toughest challenges. We all want to be around people who make us be our best. People who help us connect to our highest values, connect to our deeper purpose.

Iron rusts from disuse; stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigor of the mind. Leonardo Di Vinci
Parts of us do wear out, such as our knees and hips, your brain does not. The only question is; whats the best way to use it? Improving your mind is a core issue that underlies everything all coaches and leaders do. As we age, each persons mind is either getting worse, staying the same or getting better. Gelbs new book Brain power: improve your mind as you age is a collection of state of the art, research validated, and practical exercises that will improve your mind as you age. These exercises can change everything currently assumed about ones self concept and help govern your sense of the potential of your clients. A lot of very sophisticated coaches still grew up with this paradigm which stated that your mental potential is effectively done growing at a certain age, therefore your intelligence and mental ability is fixed at a certain period. That was an accepted view of science when we grew up. We now know that you can continue to develop and improve your brain throughout your life. Your brain can improve with use. Michael Gelb For more information, visit www.michaelgelb.com.

BeneFits

4.

Sensazione Sharpening the senses

Its hard to overstate how important this is for coaches. For instance, when youre in the presence of a really great coach, they truly see whats going on. They hear your voice tone, they see your body language, they look at your facial expression and they are instantly aware of any discrepancy between your body language, voice tone, and what youre actually saying. This is a huge part of the art of coaching! As a coach, this is a skill you want to be developing for the rest of your life. You want to be sharpening your listening skill, your observational skill. You want to be able to read a persons queues in the moment, and then again, asking the right questions based on the feedback you perceive.

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LeAdership LeAdership

M. Gelb
the seven principles of thinking like Leonardo di Vinci

5.

Sfumato Managing ambiguity and change

Sfumato is the embrace of the unknown. This is where we would separate the master coaches from the apprentices. While as a coach, its natural to want to have the right answer for what to do in any situation. However frequently, especially while dealing with major challenges and big transitions; there is no clear obvious answer. It is then your ability to be present, centered, open and patient: then being able to project this to your client that is maybe your most valuable skill. You dont the answer, you dont know what they should do, and they dont know either. There may not even be enough information yet to make an intelligent decision. So how do you guide yourself and another person to stay centered when there is no clear answer or path? This is a reality of many coaching interactions. The answer is not always apparent, but can you, as a coach maintain a constant, inspiring presence.

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International Coach Federation

Accredited Coach Training Program

ACTP

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7.

Corporalit Body-mind fitness

Balance of the body and mind. Your physical energy, your physical presence, your poise, your balance; this is all extremely important within any coaching context. A lot of helping people get through trying circumstance is simply being present. Sometimes its not about what you say; it can be about you being present with them in a way that helps them find quiet confidence, and use their whole brain in the midst of situations that otherwise might cause them to panic. This is a lifetime quest for coaches to work on the integration of the body and mind.

6.

Arte/Scienza Whole-brain thinking

So while youre maintaining your center, while youre being patient, you want to be able to use your entire brain. You are not going to be able to solve complex challenges for yourself or your clients by just using half your brain. You cannot just be this right brain, intuitive, creative, artsy type. Just as you cannot be a person who just analyzes it, does all the numbers, and takes just the quantitative perspective. Today the world is so complex you have to be cultivating both of these modalities. This is critically important for a coach, particularly someone who coaches in business, as they are held to very vigorous metrics. You have to be able to use both modalities. The integration of both logic and imagination is crucial to being successful.

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For more information, visit www.michaelgelb.com.

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LeAdership LeAdership

D. Rock

neuroscience in Coaching
David Rock has a scientific mind. He is continually curious in how things work, and is often prone to question even the most basic of truths that people take for granted. His unique nature of continually taking things apart is perfectly suited for his work as a professional coach. However, a curious observation about the effectiveness of coaching soon became an intense obsession of Davids for over ten years: why does coaching work so well?
14 years ago as Rock began his coaching practice it became absolutely clear to him that the coaching process creates powerful change in people. But how does it work? Why specifically does coaching seem to get such extraordinary results? I really wanted to unpack the process of coaching, says Rock. to really understand coaching and be able to explain its effectiveness. Most coaches would agree that there are several requirements or ingredients in successful coaching. Things like empathy, being solution focused, asking good questions, caring about your clients, and active listening. While these are extremely important pieces of the coaching practice, Rock had a gut feeling that those skills were not sufficient. Through the coaching of his own clients and the teaching of others to become coaches, Rock noticed that there was a biological change that happened in successful coaching. This change was observable on camera, and in peoples biology. Rock refers to this tangible change as the moment of insight. People have this kind of shift where you can see when the moment of insight occurred, explains Rock. And often there were lots of these moments. People would change where it was physically observable. I came to see that this insight was the active ingredient in the heart of coaching.

Seeing these real-time shifts occurring in both coaches and their clients inspired David to further research the moment of insight and the scientific reasoning for these shifts.
According to Rock, coaching sessions without insight can be a pleasant, rewarding experience for both the coach and the client. However, without having that moment of insight, the coaching experience will not necessarily be change producing. Real live-altering human change involved these physical, mental and biological shifts. Seeing these real-time shifts occurring in both coaches and their clients inspired Rock to further research the moment of insight and the scientific reasoning for these shifts. Eventually he found himself immersed in the field of Neuroscience. In the early 2000s the field of Neuroscience was much less established than it is today. Rocks research in this newly organized field led to a lot of meetings with neuroscientists and eventually a theory was brought forth about what coaches should look for to increase insight. I discovered that nobody really knew what was at the heart of coaching and making it work. I had this theory that all coaching and leadership is about putting peoples brain in a state where they see something they hadnt seen otherwise. Working on the assumption that truly understanding how the brain functions and interprets data would become extremely helpful in having the coaching skill to increase the number of insights: a much larger issue became apparent. Rock began to see how valuable understanding the brain would be for the coaching profession overall. Understanding the brain enables coaches to work with clients on a much deeper level, in a much faster amount of time with significantly less resistance, says Rock.

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LeAdership LeAdership

D. Rock
neuroscience in Coaching
If you as a coach or leader truly understand the brain, you wont get caught up in a lot of unnecessary side conversations and be able to focus in on what the client or team needs to do. Todays neuroscience research shows that when you put specific words on your emotional states you then dampen down those emotional states. This is extremely relevant since a lot of time when youre coaching people you are dealing with strong negative emotional states. Therefore the more language you have for internal states, not just emotions but other internal states, the better you are able to label them, use them, and be more adaptive. In Rocks opinion, the ultimate goal of coaching is to help people become more adaptive. By being more adaptive, Rock means having the ability to respond in more creative ways to complex situations. It means having a wide range of responses: cognitive, emotional, physical, biological. Having a wide range of responses requires very flexible thinking, continued Rock. Flexible thinking requires having a brain that is deeply connected, or an integrated brain. Coming back full-circle, having a brain that is integrated stems from having a significant amount of language for mental experiences. When you have a wide range of specific language for your mental experiences, you have a lot of circuitry within your executive centers the region of your brain that controls the whole brain. So put simply, the more language you have for mental experiences the more flexible you can be, and the more adaptive you can be. Understanding the brain gives you a wide repertoire of language, explains Rock. Most coaches already are using brain language and probably using it quite successfully; possibly even unknowingly, when they talk about the amygdala hijack for example. But there is a much broader range of language available that can help you become more helpful as a leader and a coach. Rock notes that because attention changes the brain, you should be careful of focusing too much on peoples emotions. This is a trap that coaches tend to fall into as emotions tend to be more negative. Coaches and leaders should instead focus more on where their clients or teams are going, not where they currently are or the feelings they have about it. Focus more on addressing, accepting, and helping people label their emotions, but then move immediately into creating the wiring people want, not the wiring people dont have. The challenge to this is that according to neuroscience research, there is five times as much real estate for negative emotions in the brain than there is positive. It can then become really easy for both parties in a coaching relationship to spend too much time on the negative. Rock admits that brain language isnt for everyone. He notes that for some coaches it works to talk about things such as intuition, spirituality, and the last thing they want to do is bring science into it. However in Rocks experience it is very beneficial in coaching relationships with high level executives to bring a much more rigorous, evidence based frame for explaining your methodology. With respect of his knowledge of the brain, Rock believes that all learning occurs in stages: Impasse, insight, action, and habit. Recognize an impasse and respect it. Generate insight. Get from Insight to action, and then from action to habit. While this process may seem like a laborious, difficult task Rock insists there are really good, simple brain based ways of moving from one stage to the next. There is so much value in explaining the brain simply and having coaches and clients truly understand how it works. Coaching at the core is about improving thinking. Coaches need to know how the brain works. If you going to try to improve the performance of a car you need to know how the engine works.

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global Views: Coaches Q&A

What do you believe to be the biggest obstacle for coaching over the next 12 months?
to make Coaching known and be recognized by our potential clients as a valid and reputable profession that follows strict and highly regarded standards and a Code of Ethics.
Illary Quinteros, MA, PCC Executive and Intercultural Coach President ICF Chile

Coaches inability to implement coaching principles in their own lives and relationships; i.e. not internalizing coaching principles and beliefs: not walking the talk.
Mr. Kam Gupta Executive Coach & Mgmt Consultant President of ICF Chicago

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The public perception of coaching and the coaching profession. I regularly encounter people who dont understand what coaching is and how it can benefit them personally and professionally.
Yvonne McLean, ACC Executive Coach Co-President ICF New Zealand Northern

We need to believe more in ourselves and our own profession, to show pride in what we are doing and how we are doing it. We also need to market ourselves with pride and use our coaching skills when meeting our customers.
Harald Arnesen, ACC President of ICF Norway

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Coaching profile

LeAdership

high impact coach david dan, pCC David Dan

Name: David Dan Location: Taiwan, Taipei Education: Bachelors in Electronic Engineering Professional Background: I am a veteran executive in the technology & service industries since 1980. I bring my passion for leadership development, global business experience and deep insight to my coaching service. My professional experience spans across technology, internet, mobile communication, bio-technology and service industries over the last three decades, namely Intel (General Manager (GM) and Chief Government Relationship Officer; Taiwan, Hong Kong and China), Advantech (GM, North America), Pulse (VP World Wide, Sales and Marketing). I have been formally recognized by Intel and received Intels Outstanding CEO Award. Coaching Credential: I am a Hudson Institute of Santa Barbara and ICF certified PCC coach, MBTI/ASTD certified trainer and speaker in USA, China, and Taiwan. Coaching area of expertise: My primary focus is on Corporate Executive Coaching, including, but not limited to: Leadership coaching (Executive Leadership Coaching) Leader as coach workshop. Change Management Coaching.(Asia) Succession Coaching (Asia) 2nd half of life Transition Coaching.(Asia) My clients include corporations and individuals from North America and Asia, such as Intel, TSMC, Novartis, Compal, Prudential, KPMG, TCL and AIESEC China. I provide career and life transition coaching to both young professionals and baby boomers as a social service. I was invited to be a board member of both profit and non-profit organizations to offer coaching service to other board members. My sphere of influence has also reached major academic institutions in USA, China and Taiwan. I am the author of Coaching based leadership, Coaching based mentorship and Youth coaching books which were published in both Taiwan and China. A new book on Change Management & Succession will be released in Q1, 2012 in Taiwan. Currently, I am the President of ICF Taiwan chapter.

Q&A
How long have you been a coach? Since 2008. What is your greatest coaching achievement? I am one of the pioneers in Chinese coaching community. I have published four books in China and Taiwan (Coaching based leadership; Coaching based mentorship; Youth coaching; Change Management & Succession). My passion is to transform coaching intelligence into a Chinese culture environment; I am also building coaching groups in the Chinese community inside Facebook with great success.

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Name the greatest benefit coaching can provide? Reflection, Application, and action at the clients own pace.

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Why did you choose to become a coach? My passion is helping others to grow and succeed, Coaching is a great tool to achieve my personal objectives. I really do enjoy it.

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LeAdership

Coaching the global Village

In the world of professional coaching, there is no shortage of courageous leaders, inspirational stories, or great ideas. From the passionate hearts of dedicated coaches and facilitators we have seen remarkable coaching projects that have crossed cultural boundaries and touched the hearts and minds of the future leaders of tomorrow.
From being a simple idea introduced in a thought paper by Pat Williams, MCC in 2005, CGV now comprises a team of world-class coaches and consultants, participating in on-going coaching initiatives in over seven countries on four continents. Armed with Williams Coaching Essential Toolkit (created in Collaboration with the Center for Creative Leadership), CGV continually partners with non-governmental agencies (NGOs) and nonprofit social agencies to incorporate coaching skills in order to reach their target outcomes. [The purpose of GCV] is to bring the power of the coaching process to grassroots citizens, and communities, that could use it for individual or community development, explains Williams. Its about teaching the coaching approach to nonprofits and staff, and more especially, to citizens who receive their services. Previously GCV was either sought out for participation in projects, or would actively go and search out groups where the coach approach to leadership and community development would be beneficial. Now, after years of this successful approach and on working in projects in Cameroon, Kenya, Nepal, Costa Rica and the United States, the organization is in the beginning of an exciting transition. Instead of being strictly a leaner, hands-on organization, Williams plans on turning CGV into

Helping spread the gift of coaching

Founded in 2004, the ICF Foundation is a stand-along, nonprofit entity which exists to promote social good through pro-bono coching and reresearch. Visit FoundationofICF.org to learn more about the Foundation and how you can be involved.

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CGV believes through its coaching philosophy that within every individual lies a wealth of information, knowledge and resources that are the source for these sustainable solutions.
The coaching industry is not short on compassionate visionaries; there is simply a shortage of funding. This is where Coaching the Global Village (CGV) comes in. Coaching the Global Village is a nonprofit organization dedicated to using coaching in order find solutions to pressing global challenges. In todays international society, new ideas and approaches are needed to address and create sustainable change. CGV believes through its coaching philosophy that within every individual lies a wealth of information, knowledge and resources that are the source for these sustainable solutions.

FoundationofICF.org

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www.reachpersonalbranding.com

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About Pat Williams, MCC Dr. Patrick Williams, MCC, is a founding member of ICF and has been a pioneer in the coaching profession for decades. He speaks worldwide on topics of living purposefully, coaching for global change, wellness coaching, and the coach approach in leadership. He has written four books and dozens of articles and been interviewed on TV and radio.Pat was awarded the first Global Visionary Fellowship by the Foundation of Coaching for his Coaching the Global Village project, a nonprofit organization to take the coach approach to developing villages on the planet.

Coaching the global Village

a complete coaching services portal. [CGV] is becoming a more collaborative, widespread entity, explains Williams. A portal dedicated to finding truly collaborative ways to leverage the biggest possible change. Williams outline for the future of the program involves CGV partnering with large private donors and applying for government grants in order to begin the funding of several more on-going coaching initiatives. Ideally, any qualified coach would be able to come to them, explain their respective idea or passion project, and the newly formed advisory board would review the projects Request for Proposal (RFP) and fund the desired projects. This transition turns CGV into more of a supportive and financial role for coaching projects and is meant specifically to address the biggest obstacle in coaching initiatives: funding. Its definitely a less hands-on role for us, but one that will allow us to have a much greater reach. To be a greater source for good, says Williams. So what else is next for Coaching the Global Village? Well that could be up to you. While there are currently initiatives set to begin in Haiti, Uganda, and Guatemala, as well as in the US and Canada under the newly structured organization, the received RFPs will help identify and create the new missions. This unique new approach is now more inclusive of the entire coaching industry, rather than limited to the exclusive programs of selective nonprofits. Its very exciting, explains Williams. This is a very real way to help promote the entire coaching industry. The outcomes of what the various projects could be are extremely exciting. If you have an idea where coaching can impact a community or organization or would like to learn more about Coaching the Global Village, please visit www.coachingtheglobalvillage.org.

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The Coaching Essentials Toolkit Think of the Coaching Essentials Toolkit as a fishing kit. While your typical fishing kit contains all the tools you need to fish successfully such as hooks, lines, sinkers and such. The Coaching Essentials Toolkit is a simple complete all-in-one coaching kit designed to be used by anyone in the field. My goal is for this to be so simple is can be taught to anyone while sitting under a tree, explains Williams. You dont need electricity, you dont need PowerPoint. Created from a grant by the Harnisch Family Foundation, the Coaching Essentials Toolkit was created (in partnership with CCL) as a product or tool that could be introduced and then left behind in communities with local leaders and coaches. In keeping with the mission of the Coaching the Global Village, the toolkit would be used by individuals to continually foster the necessary sustainable change in their communities. Participants in the toolkit receive understanding on the basic concepts of the coach approach, key coaching practices and tools, and enhanced leadership and mentoring skills.

BeneFits MArketing reseArCh

To learn more about the Coaching Essentials Toolkit, click button below.

Coaching Essentials Toolkit

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LeAdership

< Watch BC Housing accept their 2011 Prism Award

BC housing: Building solid Foundations one leader at a time.

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About BC Housing
BC Housing develops, manages, and administers a wide range of subsidized housing options and partners with private and non-profit housing providers, other levels of government, health authorities, and community groups to increase affordable housing options for British Columbians in greatest need. Approximately 95,000 households in British Columbia benefit from governmentsubsidized housing. BC Housing also helps bring about improvements in the quality of residential construction in B.C. and helps strengthen consumer protection for buyers of new homes.

The executives at BC Housing understand that working in public housing is more about communities and individuals than it is about bricks and mortar. They understand that the key to providing a broad range of social housing for diverse population groups requires the ability to foster a wide range of partnerships between the private and non-profit sectors, and public institutions.
It should come as no surprise then that they also know how to identify and develop leadership talent, and rely on a coaching for performance culture to achieve effective results. BC Housing develops and manages a wide range of subsidized housing across the large province of British Columbia, Canada. As a crown corporation the agency partners with private and non-profit housing providers, as well as government agencies, to develop affordable housing solutions for the homeless, at-risk individuals, Aboriginal people, low income families, seniors and women and children fleeing violence. BC Housing identified coaching as a powerful strategy to help attract, develop, and retain top employees. They created a customized Leadership Development Program designed for everyone who manages or supervises at least one person. The successful program is part of the organizations all-encompassing People Strategy, which has also grown to include its new Coach2Coach program. The significant growth and development of BC Housings leadership talent, as well an impressive return on investment of their Leadership Development Program, made them a perfect choice for the ICF International Prism Award in 2011. The agency, along with Joey Restaurant Group (also of Canada), received the ICFs most prestigious award at the Annual International Conference in Las Vegas last September. We are honored to receive this award recognizing BC Housings commitment to providing development opportunities for our employees, said BC Housing CEO Shayne Ramsay. As a public sector employer, creating a coaching culture has been fundamental in helping us achieve organizational goals and support our people as they carry out our social mandate. Our coaching program is designed to have long-term impact, creating and maintaining both personal and organizational effectiveness.

BeneFits MArketing

Headquarters: Burnaby, BC, Canada Industry Sector: Housing Number of Employees: 640 Annual Operating Budget: $764 million Start date of coaching project: 2007 Status of coaching project: Active and ongoing Nominating Coach: Julie Jones, PCC

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LeAdership

BC housing: Building solid Foundations one leader at a time.

their story
As a public corporation, BC Housing is committed to providing cost effective solutions in building a sustainable social housing system. With this goal in mind, BC Housings People Strategy was created to support operational and organizational excellence by building upon the skills and passion of the staff who work there. The strategy has a focused approach on leadership and professional development, as well as building relationships and fostering collaboration. It was as an evolution of the strategy that a leadership development program was born. In 2007, under the leadership of BC Housings Agnes Ross, Vice President of Human Resources and Craig Crawford, Vice President of Development Services, the company partnered with MICA (now Knightsbridge) to create their Leadership Development Program. The program was specifically designed to develop leadership talent and create a coaching-for-performance culture. The ten month long program was built on a leadership competency model and includes a 360 multi-rater leadership assessment. The organizations leadership participated in seven leadership modules, such as: Leading organizational growth, Leading high performance teams, and Coaching for success. At the start of the program, an Individual Development Plan (IDP) was made with each leader and was monitored during the program with one-on-one sessions with a professional coach. Directed Potential Coaching and Training was brought in as a partner to lead and create the coaching component of the Leadership Development Program. Dian Patterson, the principal of Directed Potential, designed the layout of the sessions, designated the focus and direction of the coaching vision, and moved ahead with a pool of carefully selected professional coaches who provided expertise as performance coaches to the leaders as they completed their way through the program. Coaching makes leaders more nimble, replied Patterson, when asked why coaching was selected to be involved in the Leadership Development Program. Its really an empowering experience for them.

Coaching makes leaders more nimble...

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Introduced at the executive level, the initiative was launched with senior-level leader participation and was soon expanded to all leaders throughout the entire organization. Leading from the top, the senior executives were enthused and extremely supportive of the initiative. The program was really supported by the executive committee, said Patterson. Each member of the executive committee had a coach and went through the leadership development process. So there was an initial buy-in of the program. In order to successfully sustain the program, BC Housing had the foresight to bring a coach in-house full-time. Patterson was brought in as Senior Performance Coaching Advisor. Her role oversees the coaching and leadership initiative and provides master level coaching for employees. Dians passion for coaching and building leadership capacity is inspiring, and is evident in every conversation with respect to leadership development, said Julie Jones, Senior Consultant and Leadership Coach at Knightsbridge. Having a dedicated Internal Coaching resource is still an anomaly in Canada and BC Housing is to be commended for its vision, support and commitment to organizational and leadership excellence. Over the past five years, BC Housing has successfully sponsored 15 sessions of the program across the entire organization, and has seen the graduation of 200 leaders from all business units. These graduates understand the concept of leader as coach and the importance of the coaching for performance framework for BC Housing.

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BC housing: Building solid Foundations one leader at a time.

Leaders are taking coaching skills not only to the workplace, but theyre bringing those skills to the executive table.
In 2010, the agency decided to take their commitment to coaching a step further. Reinforced by its successful ongoing Leadership Development Program, BC Housing launched an internal comprehensive coaching program for senior leaders known as Coach2Coach. This by-invitation program is designed to provide senior leaders with the opportunity to sharpen their coaching skills and broaden their leadership perspectives while building a community of practice. Coach2Coach just recently finished its first successful 12 month run, and a second year-long program is in process. Through the incorporation of coaching for performance, BC Housing has witnessed a significant positive change in its organizational culture. It has developed a community of leaders and a legacy of leadership development. BC Housing has calculated that based on the initial capital investment the agency made in their leadership development and coaching programs, they have seen a 70 percent return on investment. Due to the success of the in-house coaching initiative they have been able to scale back the amount of external training from various service providers, giving the agency significant savings. The organization continues to show high employee engagement scores and is ranked in the in the top quartile of benchmarked companies in North America. The bottom line is people love coaching says Patterson. Patterson attributes most of the programs success to the warm embrace the program received from BC Housings top executives, particularly Vice President of Human Resources, Agnes Ross. For any company to do what we did, you need an executive champion, says Patterson. This whole project was really Agness vision from day one. Leaders are taking coaching skills not only to the workplace, but theyre bringing those skills to the executive table, explained Ross. Theyre taking them to their peers, and theyre taking these skills to their personal lives. Its an enriching experience. Its good for our bottom line, and for our employees who access the program. BC Housings commitment to coaching has transformed the internal culture of the company. From the ways employees engage one another, to the ways they approach daily operational issues and in the pursuit of reaching their performance goals, coaching for performance has helped give them a healthier and more productive way of doing business. Organizations change one conversation at a time, says Julie Jones of Knightsbridge. Coaching is an impetus for change that can provide individuals with a different way to interact. BC Housing stands out as one of the rare organizations that have found a way to do this by immersing and sustaining coaching into the way in which they lead and conduct business.

BC Housing Coaching Box Score*

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Top quartile score in Employment Engagement Index 15% of all positions filled internally $750,000 invested in coaching 70% ROI

BeneFits

200+ graduates of LDP & Coach2Coach Winner, ICF Prism Award 2011
* 2009 to 2011

About Prism In 2005, the

global office of the ICF adopted the concept of the Prism Award developed by the Greater Toronto ICF Chapter. The prestigious International Prism Award recognizes organizations that have enhanced excellence and business achievement through their commitment to coaching as a leadership strategy. 2012 Nominations will open in March. Watch CoachFederation.org for more information.

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LeAdership

< Watch JOEY accept their 2011 Prism Award

Coaching Culture in JoeY restaurant group: how Cool is that?

ood and drinks are not the only things that JOEY Restaurant Group is now serving. While they are known for producing award winning cuisine and cocktails inspired from around the globe, they are also in the business of cultivating the leaders and entrepreneurs of tomorrow.
JOEY Restaurant Group, headquartered in Vancouver, British Columbia, Canada, has over the past 20 years expanded from one to 25 restaurants across Canada and Washington State. Combining flavors from around the world, JOEY prides itself on having food that brings people together. A closer look at JOEY shows that its not so much a formula for success theyve perfected as it is a strategic focus on developing their employees. Like many other restaurants, JOEY hires numerous people who are just starting their careers, many of them college students. JOEY has focused on the development of these younger employees so they will have an abundance of talent to step to the next level of leadership when needed. Guided with the understanding that coaching can benefit any organization, JOEY began its coaching initiative and has since experienced great success. JOEY Restaurant Groups commitment to coaching has seen them experience a more than 30 percent

revenue growth, and reduced turnover. They have done so through booms and busts in the economy and have been recognized in 2010 and 2011 as one of the Best Workplaces in Canada by the Great Place to Work Institute. JOEY is the only restaurant group to ever have made this exclusive list. JOEY calculates a 682 percent return on investment from their coaching initiative. This level of success awarded JOEY Restaurant Group the ICF International Prism Award in 2011. JOEY, along with BC Housing (also of Canada) received the award at the Annual International Conference in Las Vegas last September. The International Prism Award is an amazing acknowledgement said JOEY Restaurant Group Vice President of Human Resources Andrew Martin. To be recognized by the coaching community for taking on an innovative approach to leadership development, causes us to take a breath and celebrate what we have accomplished to date.

ABOuT: JOEY Restaurant Group

The JOEY Restaurant Group provides their guests an exceptional dining experience by offering globally inspired menus and engaging in a fun, lively setting. In 2010 and 2011 the company was recognized as one of the Best Workplaces in Canada in the annual ranking produced by the Great Place to Work Institute in partnership with the Globe and Mail.

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Headquarters: Vancouver, British Columbia, Canada Industry Sector: Entertainment/Dining

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their story
Joey Restaurant Group began its coaching initiative while the rest of the entertainment/dining industry were facing deep recession struggles. In early 2008, JOEY identified priorities in their development program; they wanted it to be heavily focused on leadership development, conflict management, and personal growth. They also wanted an internal program that could be sustained and replicated and would be the best fit for their organization and culture.

Number of Employees: 3000 Annual Revenue: N/A Start date of coaching project: 2009 Status of coaching project: Active and ongoing Prism Nominating Coach: Marjorie Busse, MCC

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Coaching Culture in JoeY restaurant group: how Cool is that?

People think we are here to serve food, explained JOEY Vice President of Operations, Al Jessa. We are actually in the people development business. If kids can come here and work while going to college or sorting out their young lives and then whether they choose to stay or leave, they say they started their self-awareness journey and learned their coaching leadership skills at JOEY, then weve succeeded. The program that JOEY envisioned was heavily focused on leadership development, conflict management, and personal growth. They also felt that an internal program that could be sustained and replicated would be the best fit for their organization. In starting this daunting process JOEY turned to Essential Impact Coaching for assistance. In the spring of 2008, Andrew Martin, JOEYs Vice President of Human Resources asked us to come discuss what we had to offer the company, said Marjorie Busse, MCC, of Essential Impact Coaching. Creating a coaching culture would fit the bill on all counts, at every level of leadership. The new coaching initiative began with strategic selection of the most senior leaders in the organization, with the idea being they could be coached and trained as Internal Coaches while running their respective restaurant groups. 13 out of the 28 most senior leaders were chosen to initially participate, including VP of Operations Al Jessa, VP of HR Andrew Martin, and JOEY Executive Chef Chris Mills. The other members of the group included the Regional Managers from across Canada and the Pacific Northwest of the United States. The process started with a relationship awareness tool, the Strength Deployment Inventory (SDI ), says Busse. We feel SDI comes from a real motivational place. Its not about behaviors; its about what motivates each one of us. The initial group then took Essential Impacts threeday Excelerator Coaching workshop, an ICF approved coach specific training program. Since JOEYs eventual goal was to have this entire program in-house, with their own coaches facilitating the leadership development program, there was a need for coach accreditation. Since we knew that eventually they wanted to be instructors in the program, they had to first be an accredited coach, said Busse. Thats the line that we draw. We didnt want them to be just in there one day teaching the program, we wanted them each to be a coach. In order to meet this requirement, the first group couldnt simply take the first 24 hour three day Excelerator program, they also needed to complete Essential Impacts 36 hour Excelerator Essentials program, which would give them altogether 60 hours of coach specific training. This extraordinary commitment to coaching by JOEY meant that these original 13 champions of coaching were fully on their way to ICF Coach Credentials.

The International Prism Award is an amazing acknowledgement. To be recognized by the coaching community for taking on an innovative approach to leadership development causes us to take a breath and celebrate what we have accomplished to date.
Andrew Martin, JOEY Restaurant Group Vice President of Human Resources

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Past Winners In addition to JOEY

RESTAURANT GROUP and BC Housing of Canada previous winners of the prestigious ICF Internaitonal Prism Award are 2010: Genentech, Inc. and the TINE Group 2009: www.ibm.com (North America) and Solaglas Windowcare (United Kingdom) 2008: British Broadcasting Corporation (BBC) and SYSCO Food Services of Canada 2007: NASA (APPEL 4-D Systems) and Deloitte and Touche 2006: University of Texas at Dallas (UTD) and Verizon Business and in 2005: IBM and MCI. Nominations for the 2012 award will start in March. Watch CoachFederation.org for more details.

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Coaching Culture in JoeY restaurant group: how Cool is that?

Team JOEY Coaching Box Score*

30% revenue growth 134% increase in overall retention rate 100% (virtually) retention at senior level $1 million invested in coaching 682% ROI 1,000+ people coached to date Winner, ICF Prism Award 2011 1 ICF Associate Certified Coach (ACC)
* 2009 to 2011

A second group, including head chefs and general managers of individual restaurants, then went through the SDI and Excelerator Coaching program, with the members of the original 12 helping to facilitate the program alongside Essential Impact. Since then, every member of the head office staff, including the President of JOEY Restaurant Group, has taken the SDI and three-day Excelerator Coach training program. All are currently being coached, and many are now coaching others internally. Coaching has since been integrated throughout all eight JOEY Restaurant Group regions and 25 restaurants, including the companys five different brands. The goal is to have any employee who has been with them for at least six months to start the journey through the coaching program. In 2012, they expect to add 50 Internal Coaches, and have their first Internal Coach achieve an ICF Certification at the Associate Certified Coach (ACC) level. In fact, VP of Human Resources Andrew Martin received his ACC credential from the ICF in December 2011. JOEY Restaurant Group is a company that measures everything. Nothing happens unless they are 100 percent convinced that it is making a difference. After the investment of over a million dollars and the participation of over a 1,000 employees and counting, to simply say that their coaching program is making a difference is a gross understatement. The level of success that JOEY has experienced from its initiative has been nothing less than amazing. By firmly supporting the program during the extremely difficult economic time period, they have experienced a 30 percent growth in revenue, as well as a 682% return on investment on the coaching initiative, in a time when people were spending

less. The use of coaching helped them take the extraordinary people who work there, and helped them excel not only as chefs and managers, but as leaders and individuals. As an employer of young college students, they typically have a higher than average turnover rate. The adoption of a coaching culture has changed that. The rate of employee turnover has dramatically reduced from less than 100 percent (twice) retention to 66 percent a 134 percent improvement! Amazingly they also now have virtually 0 percent at the senior level. Another benefit has been the explosion of internal talent created and fostered from the whole coaching experience. They now have a line-up of highly qualified and skilled staff competing for the next open position and promotion. In many companies, developing internal talent is highly desired by staff but varies on how valuable it is strategically, said Busse. For JOEY having the talent to support their extraordinary level of quality and service as they grew is mission critical. In their minds the growth was a product of their talent. The fact that they have been able to staff the growth and continue to build a strong brand during such extraordinary growth is clearly attributed to coaching. Aside from all the financial success that JOEY Restaurant Group has had from the creation and implementation of their coaching program, one critical and foundational change has occurred that cannot be measured. While speaking at the companys annual awards banquet, JOEYs Vice President of HR, Andrew Martin said, It has just occurred to me as I look around this room it is now officially not cool to be uncoachable! That may be our greatest achievement yet!

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LeAdership

Coaching in organizations: A status report (Past, Present and Future)

By William Bergquist, Ph.D. Courtesy of the Library of Professional Coaching

e live in a world that is spinning rapidly (some would say madly and out of control). The organizations that seek to operate in this spinning world and the men and women who attempt to lead these 21st Century organizations are in need of new forms of assistance. Certainly in recent years, one of the primary (and some would say unique) forms of assistance is professional coaching. The field of professional coaching has matured during the past decade. Now seems to be an appropriate time to offer a status report concerning the past, present and future of this emerging human service endeavor.
I have framed this status report around a fictitious (actually a hybrid) case study and have identified numerous theorists and practitioners who have offered or potentially could offer valuable assistance in the ongoing maturation of this endeavor. In most cases I have not offered specific references, for these theorists and practitioners have written many books and articles on the topic being considered. When there is a specific book that is relevant to the topic being considered, I have indicated the book title. Given these initial guidelines, I wish to venture into the world of a client (Sam) and coach (Rachel) who are facing the extraordinary challenges of early 21st Century life in an organizational setting.

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About the author: William Bergquist

An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of Coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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A Case study: setting the stage

Rachel has been an organizational coach for the past eight years, having served for many years as Vice President of HR for a medium-sized high tech firm in the Twin Cities. She met Sam at a Habitat for Humanities meeting several years ago. They struck up a casual friendship and actually worked together in building a home over several weekends. During a lunch break, Sam informed Rachel that he was serving as Vice President for Operations (COO) at a large hospital in Minneapolis. Rachel let Sam know that she was an organizational coach and often was working with high level leaders like Sam and had great empathy for the challenges Sam is facing having previously served herself in a C-suite role at an organization that was admitted much smaller than Sams hospital and in a different line of work. Rachel noted that Sams job must be particularly

www.libraryofprofessionalcoaching.com

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LeAdership

Before making a commitment to Sam, Rachel began asking some questions regarding why he wanted a coach...
Coaching in organizations: A status report (Past, Present and Future)
difficult right now, given the crises in American health care. Sam offered a sigh and a quite turn of his eyes to the heavens above. Then they both went back to work on something they could accomplish that was quite tangible building a home for a deserving family in St. Paul. Though Rachel had not given Sam a business care, nor even attempted to solicit his business, she received a phone call several days later from Sam. He sounded very hesitant on the phone, indicating that he didnt want to intrude on Rachels life and noted that he had gotten her business phone number from the Habitat office only after he had lied and told them that he need to call about the coordination of work schedules for the house they were building. After exchanging some pleasantries, Rachel reassured Sam that his phone call was not at all intrusive. With that reassurance, Sam got down to business. He indicated that he wanted to hire Rachel as his coach and wondered if this were possible, given that they were working on Habitat together. Sam indicated that if it were necessary, he would drop off the Habitat project and begin work in several months on another Habitat project. Before making a commitment to Sam, Rachel began asking some questions regarding why he wanted a coach, what he would hope to accomplish with the coaching session, and how the payment for coaching services was to be structured. Sam indicated that he had been talking with his wife during the past month about work-related stress and, in particular, about the contradictory demands being made on him by the president and other vice presidents of his health care organization. His wife, Marnie, suggested that he consider hiring an organizational coach. Marnie works in an organization that offers coaching services. Sam told Marnie about his chance encounter with Rachel and Marnie immediately encourages Sam to give Rachel a call. Sam further indicated that he hopes Rachel might assist him in mapping out a strategy for building better relationships with the men and women whom he supervises. While his organization has never done much with coaching services, Sam believed that he could obtain funds to support the coaching services and that Kurt, the President of his organization, would approve of this allocation of funds. Kurt is a strong advocate (at least on paper) for developmental services in his hospital. Rachel and Sam established the contractual obligations and began working together for two hours once a week. They initially met at Sams office, but given the frequent interruptions of these coaching sessions by members of Sams staff, Rachel and Sam decided instead to meet in a conference room located in a building that was owned by the hospital, but was located several blocks away from Sams office. The coaching sessions inevitably began with Sams sigh and eyes cast toward heaven. Then something like everything is a mess would come out of Sams mouth and the work would begin. There were many issues that Sam wished to confront during his coaching sessions with Rachel after all everything was a mess. Many years ago, Don Schn wrote about the messes being confronted by contemporary professionals. These messes are multi-dimensional, requiring multi-disciplinary perspectives and multi-strategy approaches to the coaching process itself. As Rachel and Sam face the initial task of deciding how to proceed and where to leap into the mess, they must make several important decisions that reveal something about the contemporary state of this field called professional coaching.

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personal vs. organizational Focus

First, do Rachel and Sam focus on the mess through the lens of Sams personal life and issues? Do they attend to his stress and his inability to craft a life where the priorities of home and work are in balance?

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To read more, click on the buttons below. Continue Reading Download Article

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LeAdership

tips from executive Coach ora schtull

Marketing Your practice

CW: From your experience, what are some successful strategies coaches can use to really begin marketing themselves and their practice? Ora: First things first, you need to decide what it is your marketing. As simple as that sounds, it can be confusing for a lot of people. Also I suggest you make it a singular thing and not a whole long laundry list of services. To figure out what that one thing is, ask yourself what do I love to do? What am I great at? And then choose one thing.
Ora Schtull, Executive Coach

firm of dedicated departments for different services, or have the marketing budget of say Coca-Cola, you cant. Choose to be selectively famous for one thing. Its going to be a lot easier on you, and youll be a lot more successful. It is also really counter intuitive. New coaches think I need work, so let me say I do everything and then get a lot of work and support myself. So it is counter intuitive. Im saying the opposite. That is way too hard. You dont have the budget or the time if youre a solo entrepreneur. You really have to sell one thing first. CW: As an Executive Coach to professionals in New Yorks leading companies, youve developed a successful unique coaching model focused on what you call Leadership Presence. Please tell us exactly what Leadership Presence is? Ora: Ive been coaching senior executives for over 15 years. During my practice I began to see which behaviors correlated with executive success. Based what I witnessed, I developed a proprietary methodology that I call Leadership

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Marketing yourself can be a real challenge. With all the chaos involved in running your own coaching practice or professional business, it is hard to invest the amount of time necessary to properly advertise your coaching services.
Last month, Coaching World spoke with New York City Executive Coach Ora Schtull and asked her to share with us some tips that all coaches can use to start marketing their services more effectively.

It is much easier to market one thing than an entire product line when youre a small business. And then if you stick to one thing, people will think of you when they need that one thing. CW: What major challenges do coaches typically face when trying to market their practice and sell their coaching services? How do they address those? Ora: Well again its where coaches try to sell too many things. How can you possibly be all things to all people? Unless youre a

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Marketing Your practice: Tips from Executive Coach Ora Schtull

Presence. I define Leadership Presence as your ability to engage, connect and influence in the workplace. Ora: Lets start by saying that every professional already has a personal brand, its much like a reputation it already precedes us. Now having said that, some people have stronger brands than others and it is the ones that have the strongest, most differentiated, most unique brands who are the most successful. So look at Oprah, thats definitely a strong brand! In our own field we have Marshall Goldsmith, again another strong brand. Im striving to be a strong brand in New York City as the leading coach in the field of Leadership Presence. So a personal brand is something you have. It has to be unique, it has to be different, but f course it also has to be relevant to your given audience. CW: What are low cost options for coaches looking to market their practices on a budget? Ora: The first one is to participate in social media conversations because it is free. The second tip is to go where your market goes. Those would be typically industry events that are low cost or conferences that arent tremendously expensive. This is where your market goes, so go to where your market goes. So while there is some cost involved, they are still relatively low for meeting the right people, and having a place where you get educated in a targeted way. CW: Speaking of social media what tips you can give coaches regarding social media marketing?

Power Up Your Leadership Presence: Engage. Connect. Influence.

Ora: Yes, I advise people to use social media for two things, and I call those two things Access and Awareness, the two As.

engage
By engaging, I mean your executive presence. It has to do with communicating with impact and listening to learn.

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Connect
Connect is all about relationships. Particularly its about building powerful relationships inside and outside of your company. It is about empowering the individuals on your team and optimizing that teams performance.

Access
It used to be that there were six degrees of separation between any two people. Recent research shows there is now only 4.74 degrees of separation, and we attribute a lot this shrink to social media. You can now find anyone and begin to connect with them through social media; it is so easy these days. So thats what I mean by access, the world is out there for you and people respond to it. So use social media for access.

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influence
This one is particularly interesting to my senior level clients that I work with. By influence I mean being able to champion your ideas all the way to the top. It is having a very unique and differentiated personal brand within the workplace. It also has to do with your successful ability to make transitions. Companies today are in a state of change right now, there is a lot of chaos. There also is a lot of changes both internally and in terms of personal positions and the world around executives, and you have to be able to make transitions successfully. CW: Part of your Leadership Presence coaching model is about establishing your own personal brand. Can you explain to us the importance of really marketing yourself as a coach?

the second A is Awareness.

People now post everything that is going on in their lives, and everything that is going on in their field. So by just staying connected with social media you can get so much awareness that will allow you to connect more actively with people. I mean suddenly you know much more about people, such as their kids little league game or their morning workouts. You can also connect with companies in the professional arenas. By following them online, and connecting with them through social media, you are more educated.
For more about Ora or to learn about her Leadership Presence Coaching Model, visit www.oracoaching.com

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ICF Global 2012

executive summary now Available

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Connect. Learn. inspire.

WATCH: Five Things To Love About London

2012 iCF global Coaching study

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October 3-6, 2012

London, United Kingdom
Start making plansnow toto join coaches Start making plans now join coaches from around the the for ICF Global Global 2012 from aroundworld world for ICF2012 at the at Novotel West Hotel inHotel in London! the Novotel West London!
Visit Coachfederation.org/London2012 to Visit Coachfederation.org/London2012 to review event details as they are confirmed, review event details as they are confirmed, including hotel, education, and networking including hotel, education, and networking information. Registration details are expected information. Registration details are expectto be posted by May 2012. ed to be posted by May 2012.

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Novotel West London October 3-6 London, United Kingdom Novotel West London

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The 2012 ICF Global Coaching Study was commissioned in 2011 by the International Coach Federation (ICF) and undertaken by PricewaterhouseCoopers.
In late 2006, the ICF commissioned its first ever global industry study to provide a baseline picture of the profession; to identify what coaches saw as the major challenges; and to estimate the size of the profession. When the benchmark Final Report was ultimately released, the 2007 ICF Global Coaching Study included responses from 5,415 coaches living in 73 different countries among them, more than 1,500 non-ICF member coaches. Since then, the landscape of professional coaching has evolved in terms of the number of coaches worldwide, global revenue, and perhaps even the demographic profile of the coach.

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Register early to confirm your seat at this early to confirm your seat Register international gathering!
at this international gathering!

21 Coaching World | February 2012 | www.coachfederation.org

Coachfederation.org/ICFGlobal2012 Coachfederation.org/ICFGlobal2012

LeAdership

executive summary now Available

Following a sharp slowdown in 2008, global output fell in 2009 and subsequent economic recovery has been tentative. Nonetheless, the coaching profession appears to have continued its expansion. To serve as a reference, the ICF membership numbers grew from around 11,000 in 2006 to almost 19,000 by the end of 2011. Against that backdrop, the 2012 ICF Global Coaching Study was designed to be one of the most ambitious pieces of industry research ever conducted on the field of professional coaching. A primary goal was to engage with as many coaches as possible on a worldwide basis, thus providing an up-to-date picture of the profession to help meet the challenges ahead. The survey was launched online in June 2011, with all ICF member coaches sent a personalized invitation and survey link. Strategies were adopted to facilitate and encourage the widest possible participation by ICF and non-ICF coaches. Efforts to maximize participation in the 2012 ICF Global Coaching Study proved very successful. The survey is large in scale, providing a wealth of detailed information on the coaching profession. Over 12,000 coaches representing 117 countries throughout Africa, Asia, Australia, Europe, North America and South America participated in the 2012 ICF Global Coaching Study. Key statistics from the 2012 ICF Global Coaching Study include: There are currently an estimated 47,500 professional coaches worldwide, with areas of increasing maturity, rapid expansion and growth potential; The estimated 2011 global revenue from coaching is nearly $2 billion ($1.9 million USD); and The global average annual revenue that is generated by professionals providing coaching services is approximately $47,900 (USD).

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Looking ahead, the coaches who responded to the 2012 ICF Global Coaching Study view their prospects over the next 12 months in a positive light and are looking confidently to the future. Industry changes expected in the coming year include: More than three in four coaches expect their number of coaching clients to increase;

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76 percent of coaches anticipate an increase in annual revenue/income from coaching; Over six in 10 (62 percent) expect their number of coaching sessions to rise. Every coach who responded to the survey was also asked to glimpse towards the future and identify the biggest challenges for coaching. Key issues facing the industry include:

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Tackling obstacles such as untrained individuals who call themselves coaches; Availing of opportunities to increase awareness of coaching benefits; and Answering the question of whether coaching should be regulated. Now that this information is being released, what are coaches supposed to do with it? What do the results of the 2012 ICF Global Coaching Study actually mean to seasoned coaches and beginning coaches alike? What could these results mean to clients or purchasers of coaching?

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executive summary now Available

Watch Meryl Moritz, MCC, 2012 Vice President global ICF Board of Directors, talk about how both new coaches and experienced coaches can use the findings from the 2012 ICF Global Coaching Study.

Health professionals: Extend your skills as an

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The Final Report

The Final Report of the 2012 ICF Global Coaching Study will be made available by ICF and PricewaterhouseCoopers in the coming weeks. Topics included in the Final Report include: Coaching Profession: Size and Key Trends Profile of Coaches Training and Accreditation Profile of Clients Interaction between Coach and Client

Integrative Health Coach

The need for health coaches is growing. To answer this need, Duke Integrative Medicine has developed a health coach training program based on clinical experience and research. Our Integrative Health Coach Professional Training Program allows you to:
Develop effective health coaching skills Gain an understanding of the integrative health care model Incorporate your own health goals for a rsthand experience of health behavior change

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Meryl Moritz, MCC, 2012 Vice President global ICF Board of Directors

Key Issues and Future Trends Technical Appendix

The Executive Summary presents the main findings from the 2012 ICF Global Coaching Study. More detailed analysis and statistics can be obtained from the Final Report, which will be made available in the coming weeks. Download your copy of the 2012 ICF Global Coaching Study Executive Summary. Click on the download button below.

Participants must have a minimum of a bachelors degree. Some exceptions will be made for those with three to ve years of experience in a medical or allied health eld. For a curriculum overview, training competencies, training schedule, and application, please visit our Web site. Enrollment is limited; early application and registration are encouraged.
TO LEARN MORE

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866-313-0959 TOLL-FREE 919-660-6826 LOCAL DukeIMPrograms@duke.edu dukeintegrativehealthcoach.org

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DOWNLOAD

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