NEWSLETTER : April 2010
View From The Hill
I was constructing some folders for delegates this week and the section headed Research has references to some of the current research papers: The Sherpa 2010 Report, The EFMD Coaching Supplement and Harvard Business Review. There are lots of sound-bites statistics and quotes that stand out. One in particular caught my eye, " Too many (coaches) in the field do not "move" clients. They have adopted the old school method of long lasting relationships rather than helping clients as quickly as they should."
There is more than a degree of truth in this quote. Many coaches have originated from the field of consultancy, where the typical approach is to develop long term relationships. This is not the case in coaching. The mark of an effective coach is based upon two criteria 1. The gap between "engagement and exit" often referred to as "churn" and 2. The longevity of impact. Both of these areas are often overlooked in our discussions with the sponsor and the client (the person paying and receiving the coaching respectively).
There should be a long term relationship with the sponsor but by comparison the relationship with the client is relatively short. One of the underlying reasons for these two separate relationships is down to the roles we are living out. With the sponsor we are often in "business mode" talking of needs, features and benefits. Illustrating our breadth of experience, so we can offer a complete solution if needed in very specific areas. This helps us set our stall out so we may attract more business in future.
The client however is different. Our role as a coach is one thing – to raise awareness. In doing this the client can make an informed choice. Yes we need breadth here – what does the client know about decision making, corporate responsibility, and management protocol? What interpersonal skills has the client got? What legal issues surround the clients predicament? Given this list it is so easy to shift roles from coach to consultant or coach to teacher or coach to counsellor. Let’s be clear about this (there is a quote you will hear from many politicians between now and the 6th May!) you are a coach and as such your role is to raise awareness. Many of us have portfolio careers in this day and age. So role definition is becoming more crucial. Looking at the "churn" can give us insight as to how well we are doing.
Man Arrested For Cow In Hot Air Balloon By Tony Brewerton
A"It wasn’t me but I know a man who did", I said, a senior probation manager, quite uncharacteristically passing the buck. "My great great grandfather was doing a publicity stunt for a big London store. The cow was unharmed but my great great grandafther was fined."
So what has this got to do with the ILM Level 7 Diploma in Professional Executive Coaching and Leadership Mentoring? Well, nothing really, other than that I am flying high since gaining maximum marks in all elements and having been nominated for ILM Learner of the Year...
Course Dates 2010/2011
Certificate of Performance in Business Coaching
Tuesday 7 September
Tuesday 5 October
ILM L5 Certificate
7th September
5th October
2nd November
ILM L5 Diploma
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2nd November
30th November
ILM L7 Diploma
19th October
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14th December
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Certificate of Professional Development
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3rd November
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Concepts of Coaching DVD - The GROW Model
Concepts of Coaching
by Peter Hill
Notes for Coaches, Mentoring
by Peter Hill
Peter Hill’s “Mentoring” is a clear, concise, well laid out reference guide with good definitions of mentoring and coaching outlining the differences, similarities and overlaps. It is a very practical book for both mentor and mentee. I recommend it to anyone learning for the first time or seeking a refresher on mentoring, what the role of a mentor is, the skills of a mentor, how to manage the process as well as some case study examples of how some people use a mentor.
Notes For Coaches, Continuing Professional Development
by Peter Hill
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