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Event Feedback: April to June 07
PCC Discussion Forum 2 of 3 25th June 2007
MOVING SMOOTHLY TO THE PCC LEVEL - the ACC to PCC transition with Linda Miller, MCC
Start with strong opening and closing questions. Opening so that a measure can be added and closing to be done by the client.
- “What do you want to walk away with?”, “What do you want from the coaching conversation?”
- What is something you will take away from this call? On a scale of 1-10 what are you really committed to doing?
PCC differs from ACC by taking you, the coach out, less reflection of self. What is best for the client to hear. Away from the situation to the bigger picture, strategic/tactical, expand conversation and therefore learning. Coach on the edge of being fired. Let go of own fears, step into the unknown. Where do they need to go? Move it up to a deeper level of conversation, don’t be afraid to push. Let the silence rest. Promote and provoke challenge for learning and insights.
Establish coaching agreement. With more senior people sooner you are direct with them the faster levels of trust are built.
Active Listening – what's going on beneath the answer, context, and heart of the matter. Bring in different themes from different sessions with them that are relevant, remember patterns and metaphors. Share pieces of yourself that shift back over to them. Listening to gather information, tone, discrepancies, gaps etc.
When a client asks themselves a question, throw it back to them in the language they have used
Funnel down “So what's really going on here? What's central here?
Powerful Questions: Precise focused questions – What, how, when, who. ‘How do you want them to feel when they leave the room?” What's most important here?, What else might you do in this situation. ‘Else’ provokes alternatives, want coachee to leave with more than one action or solution to the issue. PCC gets more options
Managing Progress and Accountability: ‘What other support do you need? Gets them to think wider and more accountable to self
Soraya Shaw
The context of the telecall was set as how to move smoothly from ACC to PCC.
The call lasted an hour and was full of really valuable information about the different standards and what is expected by the ICF with regard to each coaching standard.
Linda Miller MCC who hosted the call was spacious and had fun with the audience (even when her bridgeline dropped out of the call).
Linda opened by talking about her credentials and the themes that she has seen with regard to ACC assessments she has seen over the last year. She also talked about MCC standards and how they worked in relation to the ACC and PCC coaching standards set out by ICF.
Here is the main body of what I learned about how PCC Coaching looks and have used some of this material today in my coaching calls:
Make a Strong start to your coaching call - ask
What do you want to get out of the call?
what do you want to walk away with?
What will be your measure of success?
What is the topic you want to work on today?
What will you be happy with as a measure of success from this call?
Make a Strong Close to you coaching call - ask
What have you learned today? And how will you use it?
What actions will you do and by when?
What do you take away from this call/Coaching session?
What is the learning/reminder?
How committed are you to the actions on a scale of 1-10, and if it’s below 9 ask
What would make you more committed?
Focus on WHO the client is being as a person....rather than a parental relationship which is how ACC coaching shows up. As a PCC you have more of a Partnership with your client, you don't do the Summary at the end of the call, ask them to. You don't list the actions, you ask them to.
Spend less time thinking about yourself as a coach (and looking good)
As MCC you spend your time on the edge of being fired...
As a PCC you should be being uncomfortable and direct for the sake of your client.
Think about what is best for the client.Do what needs to be done to promote change, Step into the unknown. Ask powerful questions and then USE the Silence as a tool, don't be afraid of it.
Ask
How do you want me to coach you?
What's going to get you to where you need to go?
Focus on WHO the client is being. Move from situational coaching to the bigger picture, make it more strategic, deepen the learning and expand the conversation.
Notice and use patterns when you see then occurring with you clients expand and deepen the learning with them.
Competencies...
Being Intimate with the client.
People make up that you have to have trust to be direct, 'I make up that if you are direct it will build trust' said Linda as she gave a real example. Confront your clients, be direct with them.
Active Listening,
Read what is under the answers that are being given
What’s at the heart of the matter?
Bring in other conversations or metaphors
Notice Patterns in their lives and play them back to the client
Use the client’s metaphors word for word and focus on the words which you notice have deep meaning for the client.
For PCC level coaching notice information that is useful for the client, where are the gaps, what is missing, where is there a discrepancy between the words and the tone of voice? Also don't feel the need to immediately play back something you have heard, trust that there will be a more powerful place to play back what you have noticed and wait until that time shows, again Linda used a real example to demonstrate this.
Powerful Questioning
This is where there is a big distinction between ACC and PCC level coaching.
A tip is to write your powerful questions down and practise using them.
Focus on asking WHO, HOW, WHEN, WHAT, if you start your questions IS IT... then change the start of the question to one of these 4 words.
Ask
How do you want it to be?
What’s most important here?
If you had a magic spell, how would you make it?
What’s stopping you?
What do you want?
What else, how else, what do you see/perceive?
For PCC Level coaching leave your clients with 2 or 3 options so that they have choices as to what to do if the 1st option is not successful.
Direct Communication
What are they stepping away from?
Be direct, bring it up? What is best for the client?
Managing progress and accountability
ACC level the client is dependant upon the coach
PCC it is a Partnership
MCC it is with the client - ask them what they need?
This will help to deepen the learning?
There was then a ten minute demo within which Linda took 'time outs' in order to point out the difference between ACC level questions and PCC level questions/coaching.
That's my summary, it was a very practical call and very useful for me personally, I would recommend that everyone joins one of these teleclasses, for revision if nothing else. Great and well done.
Ronnie Clifford
Core Competencies Series of 10 11th June 2007
Powerful Questioning in Question with Alain Cardon, MCC
Alain was very clear that the coach must be outside the client's frame of reference so that they can enable them to change their way of thinking. Coaches should therefore always be asking themselves "How is this client thinking?"
Some questions Alain uses are:
If you were in the future and the problem was solved, what's the first thing you did?
If you were a wizard what would you do?
Alain emphasised the importance of putting the client at the centre of the question, e.g.: What results do you want? not "do we want?" Rather than working hard to look for a great question, coaches should wait until a question comes to them. Clients should be allowed to describe the dead end they're in. They need to do this before they can move forward.
He referred to reverse affirmation style questions to change mind sets. For example, a client who has a problematic relationship with a colleague could be asked, "How is this person your teacher?"
Points which came out of the Q&A were:
- It's good to ask Qs which surprise clients
- Qs should come from your intuition and pick up on the client's language and pictures
- Ask clients what they haven’t told you - it takes them to a different place
- Move around geographically, look at an issue from a physically different place
- Alain sees his place as side by side with the client, looking at their issues, not looking at each other face to face
- He asks clients, "If everything is perfect, what does it look like?"
- For Alain, the coaching space is space for the client to have a dialogue with themselves, not with the coach
- If you have a procedure it becomes linear and the client becomes part of your process. You should therefore change every so often.
Michelle Bayley
What prompted me to sign up for this core competency session was the fact that I had seen, heard, and felt the value of Powerful Questions in my capacity as an NLP Coach.
I found Alain Cardon’s notes extremely useful. During the telephone seminar, I expected the focus to be on Powerful Questions. To my surprise, I found the combination of notes and information Alan gave over the telephone to be a winning formula.
This telephone seminar gave me another insight into open and powerful questions. In hindsight, I wish I had asked a question during the session. I think the following quotation best sums up my feelings. “Minds are like parachutes- they only function when open"
John White
Alain's session explored core competency 6, powerful questioning, in a masterful way. The language Alain used was both entrancing and illuminating at the same time. Examples and scenarios came thick and fast from Alain and it was simply too tantalising not to try to capture everything he said. Some of the highlights from the class that really resonated for me, and which I have subsequently experimented with, are:
- Be quiet, listen. Be quiet and listen again
- Create a vacuum
- Allow the clients to 'purge' their frame of reference and let the question come to you
- The client knows their current reality perfectly - they're experts! So, use questions to open up and change their frame of reference
- The coaching process isn't face-to-face, it's side-by-side
- Make sure you are not present in the question.
- Don't ask "How can I help you?" ask "How can you help yourself?”
- Put the client in the question
And finally, a pearl of wisdom which for me sums up the essence of powerful questioning - "powerful questions can be complex but not complicated"
A fantastic experience!
Stephen Marshall
UK ICF Members Forum Series on 4th June 2007
Evaluation and Feedback 3 of 5 with Jenny Bird, MCC
This forum was a real treat! As well as a great session facilitated by Jenny Bird, the participants were very generous in sharing their knowledge. There were ideas about evaluation and feedback but also leads for gaining new clients too. To top it all off UK ICF President, Neil Scotton joined in on the session. It just shows that sometimes you do get much more than you expect. I’d really recommend the UK ICF teleseminars; they can add so much value to your coaching practice.
C Billinge
This was an excellent and lively session, expertly led by Jenny, supported by Neil Scotton. Members of the group were generous with their experience, sharing tips and ideas. Many interesting and very practical suggestions were made throughout – I’m looking forward to trying them out!
The questions for this session examined:- Evaluating our own coaching
- Asking clients to evaluate our coaching
- Collecting feedback
- Using feedback to take our practice forward.
Initial questions included:- How do we turn qualitative goals set with clients into quantitative ones? And how can we demonstrate a good return on investment (ROI) to corporate clients?
- Generic information on the value of coaching is very useful for making the case for coaching – but how do you make the value specific for a particular exercise?
- Is there an actual feedback form for clients somewhere on the web for gathering feedback from your own clients?
- Response – many coaching schools have them – often works well to develop our own based on one of these in the light of our clients’ own use of them
Scene-setting by Jenny Bird:
Required: credentials, taking part in assessment centre for corporates as part of hiring process, NHS has its own process – there are similar ones elsewhere – provides formal feedback on coaching
One member considers:- Why am I gathering this information (feedback?)
- What’s going on with the client?
- Am I doing ok?
- Future forward – messages for me for the future, and how might this affect my coaching of this client in future?
John Niland made some excellent suggestions relevant to this area in one of his Building a Practice seminars which were reported here.
- The word is e-value-ate – it’s about the value we bring as coaches to the client.
- He doesn’t get the feedback himself, he asks a coaching friend to work independently – this gives a ‘clean’ response. His friend will ask objective and unbiased questions, “What was the main thing you got from this?” and so on.
- Don’t do it by email – use a phone appointment of 15-30 mins
- This has given him amazing results – lots of unexpected detail and clear themes coming through – which wrote his marketing material for him!
- The value is the benefit of the benefit: “What did you get? And having that, what’s the value to you? What does that really mean to you?”
One member commented that he used to build in evaluation at the end of the process, but he found people wanted to show their appreciation – he heard about the more positive aspects of the experience. He now uses a questionnaire – this seems to elicit more considered, more objective, more balanced responses.
We were reminded of the value of formative feedback at points within the coaching:
“What would you like more of? Less of?”
One member had asked Merrill Anderson to do an independent evaluation of work on coaching skills development in an organisation – he used 45 minute phone calls to individuals who had taken part. The organisation said at the review meeting that they had clearly recognised the benefits even without the independent evaluation. The evaluation was circulated to the group.
It was suggested that corporates could compare the cost of coaching with the cost of a good quality training day – on those you tend to be ‘hosed down’ with whatever’s there – may or not be useful to you personally – but coaching is always personalised to your needs.
Chartered Institute of Personnel and Development (CIPD) research suggests that 24% of people change their behaviour change after training, while 80% change after training followed by coaching in.
The question for corporates now is, why are you not using coaching?
‘The E Word’ by Liz Hall (an article in Vol 1, Issue 2 of CIPD’s Coaching at Work magazine) was recommended – it looked at the Kirkpatrick model of 4 levels –perhaps the fifth is ROI?
The organisation needs to own the evaluation. A tripartite meeting between the sponsor, the coachee, and you – decide how to monitor and evaluate – much of this can go on between sponsor and coachee, giving you more space!
There’s a lot of useful information on the CIPD site. The ICF has also been collaborating to consolidate research findings – these are due on the main ICF site this month. In addition a strategic aim for the ICF is research – members are warmly invited to comment on what they would find useful.
Immediate suggestions included collaborating/developing a system of rating coaches against a set of more detailed competences and the impact on the client; evaluating progress in developing a coaching culture; simple summary of what you might epect to see in your organisation after good coaching? (Jessica Jarvis’s CIPD survey – Coaching and buying coaching services, 2004, was recommended here.)
Members commented on their practice:- “In 3 months time, when this has been a great success, how will you know? What will be different?” – this is the basis for evaluation
- “Ok – where are you now? Rate yourself on 1-5 scale on your chosen objectives.” Get them to write it on a piece of paper and take the paper away! 3 months later, ask them to redo their rating, give them back their original paper – then they can really see the shift they have made.
- Evaluate very promptly – at last session, just after because people forget so quickly!
- Focus on client’s own achievements – “How far have you come?”
- I’m working on using 360 degree evaluation at start and end of coaching process.
- In the NHS – where there’s a lot of sound practice - they ask the client to set objectives and use a scoring grid to score themselves at start and finish. Coaching is established. – the focus is not on justifying coaching, but on checking that individuals are getting something out of it.
Anne Waldon
ACC Discussion Forum Series of 3 15th May 2007
ACC: A Stepping Stone on the Journey towards Mastery 2 of 3 with Jenny Bird, MCC
It was extremely useful to be able to ask questions of Jenny, an actual ICF Assessor. Also it was very encouraging and supporting having the focus more around the CPD and the Credentialing as just part of that ongoing development. It put it all into an appropriate perspective. There was also a very useful discussion around supervisors and mentor coaches and I’m taking that away to ask my supervisor some more questions. I have been so fond of my supportive training school and the call felt like just a continuation of that environment and family. Thank you to both Jenny and Halina and I look forward to obtaining my ACC in the near future.
Jocelyn Saunders
Jenny Bird outlined the requirements for ACC, what the oral exam involved and the ongoing process of CPD in order to work towards PCC after achieving ACC. There was plenty of opportunity to ask questions and a good discussion ensued about supervision as a result. Thank you.
Emma Sedgwick
New Members Forum Series of 5 30th April 2007
with Neil Scotton, ACC UK ICF President
I joined the ICF a few months ago, looking for coaching information, like-minded people and new ideas. But the range of material on the website rather staggered me, and making sense of it all went on the ‘to do’ list, in that bit where you know it may never happen. However, a recent newsletter reminded me of the regular forum for new members. So one evening I found myself one of a dozen or so newbies huddled round a phone conference with Neil Scotton, now President of UK ICF, and Halina Jaroszewska, Director of Professional Development UK ICF who manages Credentialing and Events, to talk about what the ICF globally and in the UK could offer us.
It's always great to put faces (or voices, in this case) to an organisation. Neil and Halina ensured we would find the UK ICF warm, friendly and welcoming. Our many questions about credentialing were quickly cleared up by Halina, who also offered individual help by phone.Neil introduced us to the range of courses, workshops and events on offer, pointing us towards the ones we'd find most valuable and commenting on them from his own experience. He and Halina made them sound so appealing and useful; it's been hard to stop myself signing up for the lot! The last part of the hour showed us how we could join in, working on anything from the newsletter to some fascinating events coming up. It was clear that the ICF, and the UK Chapter in particular, has lots to offer any coach.
Whether you have been a member for four days or four years, if you are still not quite sure how the ICF can inform, support and challenge you or you'd like to get involved, then I'd recommend joining a New Members Forum right away!
Anne Waldon
Core Competencies Series of 10 23rd April 2007
Coaching Presence with David Matthew Prior, MCC
It was great to be exposed to his own style and attitude towards coaching. I found his three word question coaching session amazing. How could he phrase such powerful questions all in three words and move the client to a space of commitment to change within five minutes?
I have loads to learn from this.
Photini Papatheodorou
There was a powerful piece of insightful coaching on “Presence” by David Matthew Prior, MCC and an active member of the ICF Global Ethics Committee in this excellent series of ICF Coaching Competences running through 2007. David specialises in developing improvisation skills with actors and he displayed masterful presence with us on the call. Other coaches like me who may be aiming for ACC level later on might benefit from some of the gold nugget moments contained in this pivotal coaching session.
David explained that presence to him consisted of three distinct things:
1. One’s own coaching
2. The client’s presence and the
3. Coaching relationship
He told the class that “MCC coaches have that”.
In the first practical of the call David asked the 24 people listening
“When do you have “presence” and what does it mean for you? ----“Mid morning” and “Calmness” entered my head.
Then we were straight into another practical with a coaching demonstration with one of the group. David’s questions were piercing and true. “Tell me a little about?” and “Why are you interested in that?” came back through the ether in a non threatening, inquiring way.
“What is urgent for you right now?” and “What do you want that you don’t have right now?”
“If you were to be choosing “……….” what would you be letting go of?
“How would I know that you were making progress towards what you want?”
“What will you be doing different?”
We moved back into the meaning of presence with a saying-
‘The past is history
The future is a mystery
The present is a gift
That’s why we call it the “present”.’
David explained the four distinct levels of Presence, beginning with the first- transitional or mechanistic and deepening to the fourth - “Who am I? My uniqueness as a person”
Then there came another magical moment with the “3 word coaching question.” Only three words could be used by the coach to ask any question. That drew our breath!
All well worth listening to and discovering the essence of what it is to be present in the moment with your client. It was the essence of presence for me from my personal viewpoint.
Mike Tucker
Business and Practice Development Discussion Forum Series of 3 17th April 2007
The Value of Coaching 2 of 3 with John Niland, PCC
A brilliant forum on how to build value with your clients and demonstrate the value of coaching to potential clients. Highly recommended.
Francis Christie
The call yesterday was excellent. It was a blend of warmth and practical pointers to focus on. The three keys were:
- Value of coaching and how to be engaging when talking to prospects about coaching.
- How to measure the ROI and how to manage the 3 way relationship in the corporate world.
- Process, Outcomes and Benefits of getting benefits from coaching.
This last point is now going to be my starting point.
Maria Evans
Introduction
Part 1 – exploring coaching
Part 2 – how do we measure the returns?
Part 3 – three-way relationships including the bill payer
The coaching processClick here to download Biz wheel
Process is about the logistics of how we coach – on the phone or face to face, or both; time we’ll spend; confidentiality, and so on.
When people are talking about their experience of coaching, it is often in relation to the outcomes. That is, the tangible and intangible changes, improved behaviours, greater clarity, better questions, new insights.
However, the value of that coaching is about the value of the outcomes. What difference has that change or insight made in their lives?
The heart of talking about coaching in a way that will catch peoples’ attention is to talk about the impact of the outcomes.
Which has more value – the tangible or intangible? Both – they lead to each other. An intangible outcome can lead to a tangible impact, and a tangible outcome can have an intangible impact.
For example, a tangible coaching outcome is when you are able to take a major issue in front of the Board. The intangible aspects are the characteristics and growth that led you to be able to take that step.
Suggested homework for interested coaches: towards the end of each coaching session, ask your client –
What are you taking from this session? (may be more than one, e.g. ‘I have more clarity around these issues’.)
For each item, ask “what difference does that make?” (e.g. ‘what difference does more clarity make to you?’)
Note that you can take this as far as you like, e.g. if more clarity results is better choices, ‘what difference does making better choices make?’
make a note of the feedback.Measuring value
Remember that the client will be thinking of and weighing up value before, during and after every session – ‘is this worth what it’s costing me?’
Perception of value can drop very sharply after the end of the coaching – as much as 80% of the perceived value disappears as soon as it’s delivered.
So the time to explore value is during as well as at the end – e.g. every few sessions. Otherwise it becomes part of normality and they forget that you were there with them in that change.
One option is to hire a coach to talk to your past clients and discover the ongoing impact of the coaching for their lives. Another option is to check back with them yourself (by phone rather than email) to see what the ‘ripple effect’ of the coaching has been. This will increase your confidence as a coach. Getting this feedback is a major benefit for coaches.
Avoid discussing process, for the most part, or you will lose site of the value conversation.
Questionnaires that give you ‘satisfaction ratings’ are not very useful, asking coaching questions is more effective. Remember that some responses may be positive, and some may be negative.
Saying ‘Please ring me any time’ will not lead to further conversations. Asking people to fill in a feedback form is not very useful, nor do they seem to respond reliably to an email invitation. The best method is to phone them to offer a ‘follow-up session’ for FREE – remember this is primarily for your benefit.
Including the bill payer
This section very brief and ran out of time. It was mostly discussion touching on ways that one can gather appropriate feedback for the bill payer in the relationship, particularly relevant in corporate coaching situations. Any sharing must be agreed with the client to avoid breaking confidentiality, but it is important for the bill payer to know they are getting value for money.
For a range of free resources John generously reminded us to check out his web site www.success121.com.
Christine Rigden
Mastery in Coaching Forum 1 of 4 10th April 2007
Time to Think with Nancy Kline
‘Time to Think' is the one work-related book I wouldn't part with. It was wonderful to hear Nancy in person and be inspired to continue learning the process. I’m really looking forward to the next book.
Alison Clark
This my third exposure to Nancy and every time her message is fresh, her presence inspirational and my learning enriched
Annelie Green
The class was extremely interesting and a great refresher for her book Time to Think. I look forward to the next book More Time to Think and further info especially in considering handling (in a coaching capacity) the difference between an assumption and a belief
Christine Musson
Being a relatively new coach this conference call clarified for me the importance of listening and deep connection between you and the client. The power of assumptions and how they can prevent the client from moving forward, despite the assumptions not being related to reality at all. Very powerful and I will use this indefinitely within my coaching methods going forward. I have also ordered Nancy Kline’s book today and I am looking forward to reading it.
Claire Boot
I experienced the session as an hour of attentional stillness in which I was skilfully enabled to play with a pattern of thinking that care-fully dislodged deep-rooted habits of assumption and guided me respectfully into replacing it with new and liberating thought.
Jacqui Scholes-Rhodes
My words for Nancy’s session are – simplicity, respect and, Halina you're right – elegance. Thanks for this session - and given enough notice of a workshop with Nancy as you plan – I will most definitely be there and tell all I know to be there too!
Julie Kay
What a wonderful opportunity to listen to Nancy Kline share the knowledge, ideas and experiences that have gone into ‘Time to Think’. Her coaching presence and approach created a thinking environment on the call that has been truly inspiring.
Louise Lowis
Coaching is creating an environment for people to do their own thinking. This is a discovery or unearthing of how things are rather than an invention. In coaching it is important to keep the discovery frame of mind. The quality of everything we do depends on the quality of what think first. Leadership involves getting people to think well before acting.
Ten behaviours help create a thinking environment. Most of these are relational in nature: attention, equality, ease, appreciation encouragement, acceptance of feelings, and respect for diversity. Providing information is more cognitive. Incisive questions, that explore limiting (false) assumptions and replace them with more liberating (true) assumptions, are the key technical component within the context created by the other nine behaviours.
John Wattis
UK ICF Members Forum Series on 2nd April 2007
The Hot Topic of Supervision 2 of 5 with Jenny Bird, MCC
The guests on today’s call were Gil Schwenk from the Bath Consultancy Group, Bridget Strong and George Rogers, Global Director of Credentialing. Bridget and Gil were asked by Jenny to briefly describe their definition of supervision and what it means for coaches now. And these are the notes capturing their replies and the questions and discussion that followed. It was a fascinating hour to be part of and to know that there is work being done in collaboration by EMCC and ICF Global and UK.
George Rogers [GR] – ICF knows that there is a need to address differences between mentoring and supervision for Credentialing process. ICF definition of mentoring is applicant being coached on their coaching skills. Mentoring – not sure how much time is spent on working specifically on client issues. Need to have a clear understanding of differences and how to integrate into the credentialing process. The Credentialing committee are working on this issue.
Gil Schwenk [GS] – structured process for coaches to review work with clients, to get better understanding and grow capacity. Super vision – much greater understanding of work with client. Help coach have greater perspective of how they are working with client.
In the CIPD article which described the research carried out – 1:35 hour ratio (experienced) 1:20 hour ratio (trainee) Frequency – 6 to 8 weeks.
Bridget Strong [BS] – researching into supervision. Insight into regular supervision. Her definition – regular, protected time for facilitated in depth reflection on coaching practice. Protected = alliance for the person being supervised. 3 areas important – a) formative – helping us develop as coaches b) normative c) restorative – idea of support and keeping clean boundaries between our issues and other peoples.
Regular = people training as coaches – 1.5 hours/mth, 6 hours coaching – I hour supervision
Experienced – 30 hours/3 months coaching – 1.5 hours
The questions that were asked:
How much would you expect to pay for supervision?
Supervision is quite new in UK – coming from a psychotherapy/counselling background – similar rate structure. Charge based on coaching rate of coach being supervised.
Reciprocal coaching arrangements – peer group supervision, sometimes money does not change hands.
What counts as supervision?
GS - Gap between those with supervision and those without. Only about 55% are getting supervision (research last summer). Once people get into supervision they have quite a lot. Individual supervision is important. Some concerns about what is done in peer group supervision.
BS - Effective if using a structure.
MC - Mentor coaching – two types – i) as required by ICF and then ii) open-ended coaching for developing coaching skills and developing coaching business. Thinks ICF should be recommending supervision as part of the credentialing process.
Some companies have requirement for supervision. Is a supervision conversation the same as a coaching conversation?
GS - It is directed by the person being supervised – what do you want to get?
Supervision is about your client work, ‘getting your client into the room’ – understanding the client and helping the coach to get greater perspective. If it is just coaching the coach then that is not supervision. Needs to include and element of quality control which makes 1:1 important.
BS – benefit of peer group supervision is that you learn about how others deal with issues.
GS – agree but individual means that it focuses on you and the way you work which does not tend to happen in group as much. Level of trust, etc. is important. In group, the listening is just as important as the presenting.
MW– Haven’t experienced group supervision but experienced a teleclass. Currently on Coaching Supervision course. Confirmed what Gil was saying with regards to group work.
GS – Highlighted the difference between US and UK approach and the requirement for clarification. EMCC is interested in developing an industry-wide approach
GS – much of what is being said is about the techniques of the coach but there is much more. Two overlapping systems – coach and coach’s client and the coach and supervisor. 7 eyed model or modes – more to do with the intervention. CIPD Website – Change Agenda – Coaching Supervision – Maximising the Potential of Coaching – www.cipd.co.uk
JB – Wants supervisor to make sure I am safe and being held accountable.
GS – 3 functions – quality control aspect, developmental (skill set and capability), resourcing/supportive (taking care of self).
BS – 7 eyed model – found it as an incredibly useful way of building the process of supervision itself.
GS – two important things – ‘getting the client into the room’ and ‘what is the shift that needs to take place in you, the coach, in getting the shift that needs to take place in the client for the client to make the change’.
Does anyone actually have supervision where the client is really in the room?
GS – wouldn’t recommend have the client present. Just have coach and supervisor talking about the client. Brings out perceptions and thinking of the coach which may be getting in the way.
What is the role of supervision in self regulating coaching as a profession?
GS – as we move to self regulation across the bodies it will become a pre-requisite.
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