Editorial

El Coaching y sus clientes

Uno de los aspectos fascinantes del coaching radica en su flexibilidad para adaptarse a cualquier tipo de clientes. Dado que el coaching es esencialmente un proceso creativo que genera nuevas posibilidades, éste tiene la capacidad de abrazar a una gran diversidad de clientes y ayudarles, desde sí mismos, a dar más de sí.

En este nuevo número encontrarán una variedad de aplicaciones del coaching a distintos tipos de clientes. Sean líderes, empresas, ejecutivos en sus primeros 100 días de trabajo, emprendedores o profesionales, todos ellos pueden beneficiarse del coaching.

Resulta especialmente interesante y anecdótico el testimonio de “Lucía”. Una mujer que no sólo se benefició del coaching, sino que tras ver los resultados que en ella produjo decide seguir los pasos de su coach.

Así, Claudia Castellanos y Aury Beltrán, nos ayudarán a comprender la necesidad que los coaches tenemos de conocer y estar a la altura de las expectativas de nuestros clientes y realizar un marketing personal y profesional coherente para desarrollar nuestro trabajo más eficazmente.

Mientras tanto, el coaching sigue creciendo en el mundo hispano. Además de haberse celebrado la 1ª Jornada Internacional de Coaching en Uruguay,  vemos cómo Damián Goldvarg se ha transformado en un nuevo líder hispano qué están velando por los intereses de este colectivo desde la International Coach Federation.

Ravier, L.
Redactor Jefe
Coaching Magazine International

Fuente:  Coaching Magazine International :: 25/07/2010

Más de 30 años después de que se lanzó por primera vez el coaching moderno y el pensamiento de “El Juego Interior”, Tim Gallwey y John Whitmore creen que el enfoque tiene hoy mucho más que ofrecer que nunca antes.

El “Programa de El Juego Interior” (PDF) está diseñado para personas que desean entrar en un paradigma totalmente nuevo de desempeño ocupándose de las interferencias que limitan su potencial que influye en directamente en su rendimiento.

Experimentar este programa exclusivo con el fundador de “El Juego Interior”, Tim Gallwey, junto al padrino del coaching, Sir John Whimore, sólo será posible en Inglaterra el 21 y 22 de octubre de 2010 en Performance Consultants International. Una extraordinaria oportunidad única para trabajar con estos dos pioneros del coaching.

A continuación puede descargarse un interesante artículo titutlado “Inside Out” sobre “El Juego Interior” escrito por Tim Gallwey y John Whitmore para la revista “Coaching at Work” en mayo/junio de 2010.

El 13 y 14 de abril tuvimos la ocasión de reencontrarnos con Sir. John Whitmore, después de muchos años, en el IDDI de la Universidad Francisco de Vitoria.

Me encontré a un Whitmore menos “light”, más directo y con un sentido de urgencia respecto a los cambios que se hacen necesarios en las formas, métodos y modelos de dirigir personas, cuanto menos, intrigante.

Llegando al tema central y esencial de su mensaje (el Coaching Transpersonal) contó anécdotas inéditas despertando nuestra curiosidad y deseo de conocer más sobre ello.

Tres curiosidades varias que se dieron a lo largo de las jornadas:

1. El modelo GROW no fue creado, según Whitmore, por Alexander Graham (tal como publiqué en el 2005), sino en una reunión de trabajo en McKinsey, sin saber exactamente quién fue el creador del mismo.

2. El padre de la psicosíntesis, Roberto Assagioli, murió en los brazos de quien era su esposa (quien cuidaba de él en sus últimos años). Y confirmamos que la influencia de éste en Whitmore fue decisiva en su estilo de coaching transpersonal y compromiso con su trabajo.

3. Y, según Whitmore, el coaching enseñado hace 5 años ya no es suficiente. La responsabilidad personal del coach debe llevarle a una posición más activa y comprometida con los acontecimientos actuales.

Sin duda, un reencuentro muy agradable.

Ravier, L.

La edición digital contiene 288 páginas con el contenido original del libro editado en 2005 para que el lector pueda utilizarlo como parte de sus estudios, y a su vez conocer la evolución del pensamiento del autor que desde entonces ha ido publicando en distintos medios (incluido este blog).

Después de un análisis pormenorizado de la historia del coaching, así como de las escuelas actuales, comprenderá porqué el coaching es esencialmente no directivo, y las nefastas consecuencias de tergiversar dicho principio.

Vista previa: Google Books

Precio: 9,10 € (IVA incluido)

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ÍNDICE

Prólogo: La integración del coaching
Introducción: Coaching, creador y criatura
Buscando una definición

CIENCIA DEL COACHING

CAPÍTULO PRIMERO:    Genealogía del coaching
La filosofía como fundamento del coaching
De Sócrates a Platón y el método fundacional del coaching
El arte de la mayéutica (método socrático)
Relaciones de modelos de aprendizaje, desde Platón hasta la actualidad
La vigencia de las herramientas para el conocimiento
Menón, un ejemplo de coaching primitivo
¿Coaches sofistas, o coaches socráticos?
Aristóteles
Origen del término coach
El coaching como reivindicación del movimiento humanista
La filosofía existencialista como fuente de la psicología humanista
La fenomenología como método fundacional de la psicología humanista y del coaching
La psicología humanista y su relación directa con el coaching
Crítica a la psicología humanista
Otras influencias en el coaching
Manifiesto personal sobre el coaching

CAPÍTULO SEGUNDO:    El coaching y las distintas líneas profesionales en España
1. Coaching norteamericano: protagonistas y análisis
2. Coaching europeo: protagonistas y análisis
3. Coaching sudamericano (ontológico): protagonistas y análisis
La integración del coaching

CAPÍTULO TERCERO:    Ética del coaching
El marco ético del coaching
Notas sobre el credentialling

ARTE DEL COACHING

CAPÍTULO CUARTO:    Esencia del coaching

LA CONCIENCIA
El desarrollo de la personalidad
Identificación
Proyección
Feedback
La conciencia y el autoconocimiento
Ampliar la conciencia a través de la “autoconciencia”
Conciencia de grupo
Espectro de la conciencia

LA AUTOCREENCIA
¿Qué es la autocreencia?
La esencia de la autocreencia (explorar quiénes somos)
Relación entre conciencia y autocreencia
Niveles de autoestima
Niveles de confianza
La confianza como “elección”
Sobre la autoestima
Desarrollo de la autocreencia
Desarrollo de la confianza
Cómo trabajar con el pensamiento
Ventajas y desventajas de una alta o baja autocreencia
La importancia de la confianza en el coaching

LA RESPONSABILIDAD
Victimitis vs Protagonismo
Responsabilidad, ¿impuesta o elegida?

CAPÍTULO QUINTO:    Modelos de coaching
1. El modelo GROW
2. El modelo OUTCOMES
3. El modelo ACHIEVE
¿Un nuevo modelo de coaching?

CAPÍTULO SEXTO:    El lado “oscuro” del coaching

Notas sobre el autor
Bibliografía y lectura recomendada
Webibliografía

Editorial

Coaching: Todo un movimiento

No hay duda. Más allá de las diferencias de opiniones, estilos, escuelas o métodos de aplicación del coaching, si de algo no tenemos duda alguna es que estamos viviendo todo un movimiento del coaching con un futuro abierto e incierto, pero cautivador.

Muchos coaches de todas partes del mundo están siendo cautivados por este fenómeno que les impulsa a observar la sociedad con mayor detenimiento y a investigar las teorías emergentes, tanto científicas como artísticas, que muchas veces parecen confirmar que el coaching aún tiene mucho más de sí.

Algunos ejemplos de esto los vemos de la mano de la Dr. Hannh S. Wilder haciendo conexiones entre el coaching ejecutivo y la neurociencia; del psicólogo y coach Ramiro Ponce alertándonos de la necesidad de darle un marco sistémico a nuestras intervenciones de coaching ejecutivo, del Presidente de la Asociación Mexicana de Coaching, Enrique López de los Ríos, mostrándonos los ámbitos de gestión del líder transformacional; del Dr. Horacio Cortese haciendo un balance de los primero quince años de coaching ejecutivo en Latinoamérica; de la Dra. Aury Beltrán analizando la mente de la mujer empresaria; de Verónica Gran Pastor ofreciéndonos el primero foto-reportaje de coaching publicado hasta el momento; de Carla Villacorta Torres a través de una entrevista que permite ver al ser de Julio Olalla al descubierto o de la Lic. Claudia Castellanos enseñándonos a autorregularnos emocionalmente desde el coaching.

Sirva este número como espejo de parte del movimiento del coaching hispano que comienza un 2010 cargado de expectativas.

Antes de despedirme, aprovecho para dar la bienvenida pública a nuestro nuevo Colaborador Jefe en Panamá, Alexis González, y un agradecimiento a los 14 Colaboradores Jefes que hacen posible que Coaching Magazine pueda comenzar un nuevo año siendo espejo del coaching hispano internacional.

Ravier, L.
Redactor Jefe
Coaching Magazine International

This newsletter is a publication of Peer Resources (http://www.peer.ca), and is distributed at no cost to subscribers every 45-60 days. Back issues of The Coaching News are available at (http://www.peer.ca/thecoachingnews.html). All articles are written by Rey Carr unless otherwise indicated. Anyone who would like to contribute an article or information for an upcoming issue of the newsletter can contact Rey Carr at rcarr@peer.ca

Peer Resources is a non-profit, member-supported organization dedicated to identifying coaching information from around the world and turning it into knowledge, support, resources of value to coaches, the coaching industry, and the general public.

TOPICS:

• Is Accreditation Valid in Coaching?
• Attend a Top Level Coaching Event
• Coaching Referral Services Study
• Five Studies and Resources to Guide Coaching Practice
• What’s New in the Coaching World
• Join the Peer Resources Network
• Details About The Coaching News

IS ACCREDITATION VALID IN COACHING?

Almost everyone who has attended a college or university has heard of the term “accreditation.” And many prospective coaching school participants often begin their search for a school with the idea that it should be “accredited.” However, this may be both an irrelevant condition and based on false assumptions. This article is intended to increase knowledge of the practice of accreditation, examine the dubious practices that are used for “accrediting,” and decrease any notion that a coach training school must be accredited to be worthwhile.

Similar to traditional colleges and universities, many coaching schools participate in an accreditation system. But the similarity between the US-based and European-based rigorous accreditation procedure and status for colleges and universities bears little resemblance to the poorly-designed, but often-mentioned accreditation system used by coaching organizations. Here’s why:

The International Coach Federation (ICF), the Progressive International Coaching Board (PCIB), and the Certified Coaches Alliance (CCA) are three of the organizations that review schools to determine their eligibility for accreditation. However, the three accrediting systems have neither been approved nor authorized by experts or credentialing associations in the accrediting field such as AAAC or the accrediting agencies recognized by the U.S. Department of Education.

Another organization, the Worldwide Association of Business Coaches (WABC), has also developed an accreditation system for business coach training, and their accrediting system is based on widely-accepted and practiced standards by accreditation experts.

In Europe the European Coaching Institute (ECI) and the Association for Coaching (AC) are accreditation agencies. However, they accredit individual courses and not schools.

In the last four years (2005-2009) additional organizations have emerged which claim to provide accreditation to coach training programs. The proliferation of these organizations, while possibly well-intended, has virtually eliminated the credibility of accreditation as a way for individuals to use “accreditation” as a yardstick for measuring quality. The current use of “accreditation” in the coaching field has a number of troubling aspects:

• There are no external sources to hold coaching accrediting agencies accountable;
• The current system of accrediting coaching schools by coaching associations has been criticized as a way of micro-managing the curriculum of the individual coach training organizations and reducing innovative or alternative forms of effective training;
• Accrediting agencies for colleges and universities are closely monitored and reviewed by government or public agencies and typically have boards of directors that are completely independent of the schools they are responsible for accrediting; no such independence exists with regards to coaching schools and their accreditors at coaching associations;
• While colleges and universities do pay considerable fees to obtain and maintain accreditation which is an extensive and labor-intensive procedure, critics of the coaching school accreditation system claim that it is a revenue generating system for the coaching associations which invest minimal time and effort in the review process;
• There are no standards that all accrediting agencies for coaching must adhere to-they have generally just been created by that particular association;
• There is a lack of wide-spread acceptance of accrediting for coach training;
• There are clearly conflicts of interests between reviewers who are often graduates of the same schools they rate;
• There are minimal reporting of results, specific criteria or follow-up examinations;
• Continuous monitoring is virtually ignored and unlike colleges and universities, no coaching school has ever lost accreditation status for violations or poor reporting and maintenance of standards; and
• Virtually all accrediting organizations in coaching use questionable or vague criteria to determine accredited status.

While accreditation typically means that the school has been reviewed by an external source, in the coaching industry such a review is typically neither independent nor reliable. Most importantly accredited status does not necessarily mean that “non-accredited schools” provide less value or poorer quality programs. At the same time many excellent schools have also obtained accredited status.

We suggest that coach training program applicants check with each school as to how it does assess the quality of its program and services regardless of the school’s accreditation status.

One puzzling practice has been developed by the International Coach Federation. They use the terms “accredited” and “approved” to apply to different categories of coach training organizations. What makes it puzzling is that the ICF website does not explain the difference in meaning between the two terms. This might lead visitors to believe the two terms are synonyms and possibly will lead to even greater confusion about accreditation.

Members of the Peer Resources Network have access to the best guide about accreditation, sources of accreditation, and coach credentialing, in the state-of-the-art paper, A Guide to Credentials in Coaching: Types, Issues, and Sources. Although this paper was published in 2005 when there were 195 coach training organizations offering 65 credentials, the principles and practices described are just as accurate today as they were four years ago. The only difference is that there are now 435 coach training organizations offering more than 175 credentials.

(Editor’s Note: In North America, the term “accreditation” or “accredited” is generally associated with an organization; whereas in Europe and Australia the term is often used to describe an individual’s certification. Coaches in Europe and Australia will often use the term “accredited” to mean what coaches in North America would call “certified” or “credentialed.”)

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“I am a kind of paranoiac in reverse. I suspect people of plotting to make me happy.”

~ Who Said This? ~

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ATTEND A TOP LEVEL COACHING EVENT

Eighty coaching conferences and training events are scheduled over the next few months. Here are a some of the 95 in-person events listed on the Peer Resources website (http://www.peer.ca/coaching.html)

Foundations of Professional Coaching
January 21-25, 2010
Arizona State University, West Campus, Phoenix, Arizona
www.adlercoachsw.com/registration.htm
(602) 493-1886
contact@adlercoachsw.com

Coaching and Mentoring with Cy Charney
January 25-26, 2010
UBC Sauder School of Business, Vancouver, British Columbia
http://www.sauder.ubc.ca/exec_ed
(604) 822-0083
gordon.rein@sauder.ubc.ca

International Coach Federation Africa Conference
February 12, 2010
Misty Hills, Johannesburg, South Africa (Violence & Crime Warnings)
/icfgauteng.org/1st-africa-icf-conference
(888) 423.3131 (toll free in the U.S. and Canada) or (859) 219.3580
icfconference@coachfederation.org

Registered Corporate Coach Training
February 16, 23, March 2, 9, 16, 2010
Naperville, Illinois
www.advantagecoaching.com/DesignationPrograms.aspx
(630) 293-0210 or Toll-Free: (800) 657-5904
info@advantagecoaching.com

Association for Coaching 4th International Conference
March 11-12, 2010
Park Plaza Hotel, Victoria, London, Great Britain
www.associationforcoaching.com
Tel: 07939 550536

For additional coaching events, go to http://www.peer.ca/coaching.html. We only list in-person events that are a minimum of a full-day in length. (Peer Resources Network members can have their in-person events added at no cost. To add an event, contact Rey Carr at rcarr@peer.ca)

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“You develop courage by surviving difficult times and challenging adversity.”

~ Who Said This? ~

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COACHING REFERRAL SERVICES STUDY

Over the last ten years we’ve conducted a number of studies about the effectiveness of coach referral services (or “coach directories”). We completed another update of coach referral services http://www.peer.ca/coachreferrals.html in late 2007 that examined the value of the coach referral model created by the International Coach Federation, which they describe as a “benefit” of membership. The results of our study showed that the ICF system had little value for members and only a few people actually gained clients using that system. (Note: this is not a criticism of the ICF. It may actually be common to all of the systems that use the typical referral model including the one we use at Peer Resources.)

Since that time additional services have entered the field and part of their business plan is to attract coaches to list their services on their blog or website. For the most part these newer services allow coaches to do more than just list their services. They can opt to provide articles, blog posts, or other details to accompany their listings. Generally, these services have at least two levels of engagement: the free level with certain features; and the paid level with more advanced features.

Preliminary examination of these services based on anecdotal assessments by participating coaches reveals that these services have limited value and for the most part promise more than they actually deliver. Critics believe that these services, mostly developed by marketing specialists, have contributed to growing public cynicism, since they typically have virtually no requirements for listing and do not conduct verification assessments for claims about experience, training or credentials, etc.

But keep in mind, the ICF referral service, which does require ICF membership and certification, has also not been productive, for the most part, for member coaches. Therefore, whether there is verification of qualifications or even standards for listing does not seem to impact the likelihood of referrals.

There is one exception to this lack of referral system effectiveness for coaches, and this particular model has shown consistent effectiveness for more than 10 years and that is The Coach Connection http://www.findyourcoach.com This service was the highest rated in our research and it’s ranking was considerably above the next best in line. Their model is quite different than all of the more recent services created and uses a high engagement, goal development, and personalized matching model. But before you rush off to apply, you should know that to become a coach in their group requires an extensive interview and review of your experience, qualifications, and vision.

Most coaches probably perceive listing their services on one of these numerous coach referral sites as a “no-brainer.” Partly because they are typically free and provide another place to have your “brand” established. This can be considered the “chicken-soup” approach, and seems like a safe bet. The key is to adjust your expectations as to what you think will happen as a result of your listing. It’s great if it does yield clients, but think of it more as a way to sharpen and refine your mission. Also think of it as a way to network with others and learn what they are doing.

The new FTC regulations may have an influence on these coach referral sites because they focus on requiring these sites to be explicit about claims and be able to produce data about effectiveness (if claimed). So, if you’re considering a listing on these warehouse referral systems be sure to contact the site owner and find out what data is available regarding the success of their referral system.

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“By trying we can easily learn to endure adversity — another man’s I mean.”

~ Who said this? ~

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FIVE STUDIES & RESOURCES TO GUIDE PROFESSIONAL PRACTICE

Peer Resources continually scans the professional and popular literature for articles, books, videos and other useful reference materials. They provide a brief synopsis of the latest work as well as citation details and summaries on their website at http://www.peer.ca/coaching.html. They also provide a searchable format on their site at www.peer.ca/SearchB.html. Here are some recent additions that you won’t learn about from other larger coaching federations:

Griffiths, K., and Campbell, M. (2009). Discovering, applying and integrating: The process of learning in coaching. International Journal of Evidence Based Coaching and Mentoring, 7, 2, 16-30. The authors discuss the how the process of learning (from both the coach and client perspectives) takes place in coaching across a range of coaching models. Their findings demonstrate how learning in coaching emerged as a process of discovering, applying and integrating new knowledge, which culminated in a process of developing. This process occurred through eight key coaching processes shared between coaches and clients and combined a multitude of learning theories including: reflecting, listening, holding clients accountable, taking action, taking responsibility, self-coaching, relating, and questioning.

Grodzki, L. (2009). Crisis-proof your practice: How to survive and thrive in an uncertain economy. New York: W.W. Norton. The author, a Master Certified Coach, outlines a four-step process in 224 pages for assessing the health of your private practice, targeting the areas that need the most help, and make changes with maximum confidence. She covers subject areas that many coaches and practitioners would rather avoid when it comes to successful business practices including cutting unhealthy dependencies, building a practice to sell, fearless change, learned resilience, and crisis-proof leadership.

McMakin, D.L. (2009). Positive emotion regulation coaching for depression. Dissertation Abstracts International: Section B: The Sciences and Engineering, 69, 8-B, 5041. There is a burgeoning literature regarding positive affect dysregulation in depression. Specifically, individuals with depression show attenuation in initial affective responsiveness to positive events, as well as in the maintenance or enhancement of positive affect over time. This study used a cognitive treatment component designed to guide individuals with depressive symptoms to savor and make positive attributions for positive events. Participants were 41 female college students with dysphoric symptoms. Retention rates were high at 100 percent. Also, the acceptability of the intervention was strong, as indicated by few rescheduled sessions and improved mood over the course of the writing sessions in the treatment group relative to active control. Results provide preliminary evidence for the feasibility and efficacy of the intervention and lay the foundation for future studies.

McNamara, C. (September 2009). Developing internal networks of self-directed learners using peer coaching groups. Chief Learning Officer Executive Briefings. (Retrieved September 10, 2009 from www.clomedia.com). An expert in Peer Learning Circles describes the format and function of peer coaching groups, their structure, benefits and the proven outcomes. He differentiates peer coaching from action learning, and provides guidance on the factors that make such groups effective.

Mitten, S. (December 2009). Can coaches earn a living by coaching? Peer Bulletin 183 (Retrieved January 10, 2010 from http://www.peer.ca/Projects/Bulletin183.html). A former president of the International Coach Federation and an experienced coach examines the data regarding whether coaches can actually make a living through coaching. Included with the article are some of the latest figures about average income for part-time, full-time, experienced, and beginning coaches.

Ringwalt, C.L, Pankratz, M.M., Hansen, W.B., Dusenbury, L., Jackson-Newsom, J., Giles, S.M., and Brodish, P.H. (2009). The potential of coaching as a strategy to improve the effectiveness of school-based substance use prevention curricula. Health Education & Behavior, 36, 4, 696-710. The popularity of coaching has attracted many educators to consider using it to solve a variety of school-based problems. Research-based substance use prevention curricula typically yield small effects when implemented by school teachers under real-world conditions. Using a randomized controlled trial, the authors examined whether expert coaching improves the effectiveness of the All Stars prevention curriculum. Although a positive effect on students’ cigarette use was noted, this finding may be attributed to marked baseline differences on this variable across the intervention and control groups. No effects were found on students’ alcohol or marijuana use or on any of several variables thought to mediate curriculum effects. The effects of coaching on teachers may not become evident until future years, when they have moved beyond an initial mechanical delivery of the curriculum.

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“When you take stuff from one writer it’s plagiarism; but when you take it from many writers, it’s research.”

~ Who said this? ~

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WHAT’S NEW IN THE COACHING WORLD

With close to 425 coach training organizations to choose from and more than 65 varieties of certification available in the coaching field, what was once a relatively easy decision has become infinitely more complicated.

Here are a few of the latest coach training schools, coaching associations, cautions, warnings, and details added to the listings in the Peer Resources’ Coaching Directory. For more contact details visit the Directory at (http://www.peer.ca/coaching.html).

International Coach Academy is an International Coach Federation accredited, global coach training school that delivers coach training to over 70 countries around the world. The ICA training programs are designed to ensure maximum flexibility and include a balance of theory and practice. Students become members of an online learning environment with access to live tutorials, discussion forums, downloadable lectures and communities of practice. All students have the opportunity to coach, be coached and give feedback on coaching. The majority of ICA students pursue coach training to add to an existing profession or enter a new profession as a coach. For further details, contact Bill Turpin, Business Manager by email at: training @ icoachacademy.com, or contact their office by phone in Australia at: +61 3 9513 5868; or in the USA and Canada toll free at: (877) 752-5128; or in New Zealand: +64 9 529 4050; and the UK and Europe toll free: 0800 404 9287 and in Asia Pacific 86 20 3884 4278.

Big Life and Business For Coaches are coming together to increase online support service for life and business coaches and students worldwide. After the sudden and untimely death of Big Life founder Victory Darwin, Noble Manhattan Coaching Ltd, which runs Business for Coaches as part of its growing support structure, announced it would take over and continue to develop Big Life as part of the Business for Coaches enterprise.  “In addition to offering combined and expanded services to clients of both businesses, we’ve made a commitment to pay a proportion of all profits to Victory’s family,” said Gerard O’Donovan, Chairman and Executive Director of Noble-Manhattan Coaching. Further contact: info @ noble-manhattan.com or telephone in the U.K.: 01305 769411.

Worklife’s Career Coach Certification Program (CCCP) provides two-day skill development programs for mentors, HRM staff, career advisers, life coaches, job search trainers, outplacement providers, career program consultants, career development officers, intensive assistance case managers, occupational psychologists, and rehabilitation counsellors. Worklife is a boutique consultancy focused on developing career resilience and self-reliance within individuals, organisations, and career coaches. The CCCP workshop has been developed around the recognised competency standards for career coaches in Australia. For more information contact: Worklife International Pty Limited, Level 21, 201 Miller Street North Sydney, Australia; Tel: +61 2 8969 9368 email: info @ worklifeint.com

Royal Roads University Graduate Certificate in Executive Coaching Program (RRU) in Victoria, British Columbia is designed for working professionals in a leadership or management position in human resources, organizational development or quality improvement. This program is International Coach Federation accredited and takes approximately six months to complete. The program is delivered through a combination of short residencies and on-line distance learning modules. Tuition is $7,500 CDN. For more information contact: Annette.Siewertsen @ RoyalRoads.ca; Toll Free: (866) 778-3932 or (250) 391-2600 ext 4372.

VIP Leadership and Strategic Coaching Institute Academy in South Africa offers three coaching and mentoring certification courses in collaboration with the SDU at the North-West University (Vaal Triangle Campus). They also offer a variety of in-person trainings of varying lengths for different target groups including: Workplace Performance Coach for Managers/Supervisors, Workplace Safety Coach-Manager/Supervisor, The Financial Coach, The HOD Educational Coach/Mentor, The Sales Coach, The Group/Team Coach, The Professional Business, The Global Master Executive Business Coach, and In-House Mentoring Integration process for business and organizations. They also offer Executive (EXCO) Team coaching with 360 leadership processes, CEO/CFO/C-Level Executive one-on-one coaching; and executive team conflict resolution coaching process using a dialogical approach. A fee schedule is available on application enquiry only. Additional contact information: Bill Price. The VIP Institute, PO Box 26078, East Rand 1462; email: priceb @ mweb.co.za; Tel: 011 894 3465 | 086 511 6780.

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“Every adversity, every failure, every heartache carries with it the seed of an equal or greater benefit.”

~Who said this? ~

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JOIN THE PEER RESOURCES NETWORK

The rapid development of coaching as a practice has generated many associations and organizations competing for participants or members. The Peer Resources Network is the only one that provides accurate, objective, comprehensive, and up-to-date information about coaching, mentoring and peer assistance resources. And the staff is not only easy to contact via toll-free telephone, email or Internet telephone, but they also respond to enquiries typically within one-day.

In addition, members of the Peer Resources Network receive a monthly newsletter, the Peer Bulletin, loaded with information, practical tips, announcements, coaching program descriptions, funding opportunities, job openings, and research summaries every month. The Peer Bulletin contains features not available in The Coaching News, including graphics, links, discounts, relevant articles, free research papers, and contact details. A sample of the Peer Bulletin is available at http://www.peer.ca/Bulletin161.html

Members can also receive at no cost some of the latest books or videos on about coaching in exchange for writing a review of that resource. In many cases the retail price of the book alone is equivalent to the one-year membership fee.

Do the quotes placed in this newsletter intrigue you? Would you like to know more about the people quoted or read more of what they have to say? Members of the Peer Resources Network receive links and more details regarding each quote when they receive the monthly Peer Bulletin.

Peer Resources Network members have access to a variety of resources in the password protected area of www.peer.ca, and many of these documents are without cost or arrangements have been made with authors and publishers to provide them to members at reduced costs or deep discounts. Papers about certification, fees, and other issues associated with coaching are free to members. In addition, Peer Resources Network members have access to toll-free telephone support for technical and professional questions. Members can talk directly with experts at no extra fee on trends, issues, and other concerns.

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Sobre dicha conferencia también comentamos anteriormente, y se publicó una pequeña referencia en Coaching Magazine International.

Quizá debamos especificar, para no crear confusión, que las palabras “consejo” o “asesoramiento” no fueron utilizadas en la conferencia, y que en todo caso deben entenderse como “ayuda no-directiva”.

Descargar noticia: Pulse aquí.
Descargar Revista completa: Pulse aquí.

He formado parte de dicho reportaje en calidad de Presidente Honorario de Coaching Corporation. A continuación, además de poder descargar dicho reportaje, os dejo la entrevista íntegra que me han hecho como complemento a mis decalraciones publicadas.

ENTREVISTA COMPLEMENTARIA

Equipo & Talento – ¿Cómo definiría el coaching y su función?

Leonardo Ravier: Es un proceso no directivo, eminentemente creativo, que consigue mejorar el nivel de toma de decisiones y planes de acción para conseguir objetivos individuales, grupales, empresariales o institucionales. Por tanto, su principal función es, precisamente, hacer más eficaz y eficiente la toma de decisiones y ejecución de sus respectivos planes de acción.

Permite, primero, que las personas involucradas en la consecución de objetivos consigan darse cuenta con mayor precisión de lo que quieren y cómo harán para conseguirlo; segundo, que reconozcan sus fortalezas, debilidades y necesidades para determinar el grado de voluntad implicada; y tercero, actuar responsablemente ejecutando las planes de acción que le acercarán a sus objetivos.

E&T - ¿Para formar en qué materias lo considera más adecuado?

LR: En realidad los procesos de coaching no son formativos. No se trata de formar al otro en materias o conocimientos que desconoce, sino de construir contextos que permitan que los individuos sean capaces, por sí mismos, de crear o descubrir nuevos medios (tangibles o intangibles) para conseguir sus fines.

Por lo tanto, el coaching, como proceso no directivo, no busca la transferencia de conocimiento, sino que es idóneo para situaciones en las que las personas o empresas se encuentran en la necesidad de crear o descubrir nuevas soluciones prácticas que aumenten sus desempeños, pero que difícilmente pueden conseguirse contratando los procesos tradicionales de formación, asesoramiento, consultoría o mentoring.

Si tenemos en cuenta que la esencia de la función empresarial es eminentemente creativa, y que lo que hacemos los empresarios es permanentemente buscar, descubrir y crear nuevas oportunidades de ganancia; el coaching viene a ocupar el sitio idóneo para que empresarios, directivos y ejecutivos consigan potenciar dichas capacidades que muchas veces se adormecen por perder de vista la razón principal de sus funciones en el puesto de trabajo.

E&T – ¿Y a qué tipo de profesionales dentro de la empresa?

LR: Cualquier individuo dentro de una organización es susceptible de recibir o involucrarse en procesos de coaching. Sin embargo, si el cliente es la empresa. Es decir, si el que paga el proceso de coaching es la empresa, teniendo en cuenta las expectativas del ROI, le resultará especialmente útil aplicarlo a sus directivos, ejecutivos y CEO´s, en cualquiera de sus niveles, en los que las tomas de decisiones y capacidad de acción (liderazgo) dentro de las organizaciones son especialmente críticas.

E&T - ¿Qué fases tiene un proceso de coaching?

LR: Existen dos grandes “fases” comprendidas entre la reflexión dialógica (toma de decisiones) y la naturaleza praxeológica (práctica del plan de acción). Sin embargo, yo defino las siguientes cuatro elementos específicas dentro del proceso.

Tal como vemos en el diagrama, durante la sesión de coaching, y dado que existe un mutuo acuerdo contractual y confidencial, se produce una reflexión intensa que eleva la conciencia del cliente (cuadrante 1) permitiéndole crear un conocimiento único e irrepetible (cuadrante 2), aplicable sólo a su situación, y que a su vez, se transforma en su principal fuente de motivación para actuar responsablemente (cuadrante 3) poniendo en práctica el plan de acción (cuadrante 4) acordado y en absoluta coherencia entre sus pensamientos y acciones.

Esto hace que el resultado de sus acciones vuelva a modo de feedback, para ser nuevamente reflexionadas y continuar, así, en un círculo virtuoso y constante de reflexión-acción, siempre orientado al objetivo que el cliente desea conseguir.

Tal como puede verse, el verdadero protagonista del coaching no es el coach, sino el coachee con sus reflexiones, decisiones y acciones. El coach sólo procura generar el contexto necesario para que esto ocurra con mayor fluidez, rapidez y eficiencia a través del propio proceso de coaching.

E&T - ¿Se está hablando mucho de su papel como la mejor herramienta para formar y preparar directivos para ayudar a las empresas a salir de la crisis. ¿Está de acuerdo con esta afirmación? ¿Por qué?

LR: Si y no. Antes de explicarle en qué medida estoy de acuerdo y en cuál no, permítame aclara que el coaching no es una herramienta, es un proceso. Pensar en el coaching como herramienta trae aparejada la idea de algo mecánico, capaz de ser aplicado para conseguir resultados por sí mismo. Y esta idea es errónea. El coaching es un proceso de relaciones humanas, es totalmente dinámico, y no puede tener lugar sin que el cliente se involucre íntegramente de comienzo a fin.

Hecha la aclaración, podemos decir que en toda crisis personal, institucional o social, siempre existen oportunidades que conllevan, en muchos de los casos, la necesidad de cambios profundos. En este sentido, y dado que el coaching es, como dijimos, eminentemente creativo, puede ofrecer nuevas soluciones frente a las crisis que el cliente enfrente. Y en ese sentido amplio del término sí estoy de acuerdo con la afirmación.

Sin embargo, si hablamos de utilizar el coaching como una herramienta para ayudar a las empresas a salir de la crisis económica actual, que está afectando gravemente a cantidad de empresas y empresarios españoles de todos los sectores, debo decir con rotunda claridad que no estoy de acuerdo. Incluso me parece inaceptable que alguien venda coaching prometiendo este tipo de soluciones. Primero, porque ni el coach, ni el cliente, pueden asegurar con certeza que se vayan a conseguir o cumplir las expectativas del cliente (recordemos que es un proceso dinámico del que no existen garantías precisas de éxito); segundo, porque la crisis económica actual es endémica y propia de un sistema financiero defectuoso, y está fuera del alcance particular, sea personal o empresarial, de ofrecer una verdadera solución al problema; y tercero, porque la “mejor herramienta” para ayudar a las empresas a salir de la crisis es conocer aquellas causas endémicas del sistema financiero y hacer las reformas pertinentes para que no vuelvan a ocurrir, y esto está fuera de las competencias del coach y de la esfera de acción del cliente. En definitiva, ninguna empresa “saldrá de la crisis” hasta que la crisis salga de las empresas. Y esto ocurrirá cuando el mercado termine de reajustar los errores de inversión creados por la expansión crediticia del sistema financiero sin respaldo de ahorro real en la economía.

Por ello, debemos ser concientes que si bien el coaching vino a ocupar un lugar estratégico y único en cuanto a las ayudas que puede ofrecer a las empresas, es a su vez complementario a los procesos tradicionales de formación, consultoría y mentoring, y por consiguiente tiene sus propios límites de actuación.

E&T - En un momento en que se están recortando costes en todos los frentes ¿recomendaría un proceso de coaching para mejorar la orientación a resultados de los directivos de una empresa?

LR: Evidentemente depende de la situación. Para ello se debe realizar un diagnóstico (análisis situacional) antes de comenzar un proceso de coaching en el que se verifique que la empresa se encuentra en una situación idónea, respecto del objetivo a conseguir, para comenzar un proceso de coaching.

Entendemos que si el objetivo a conseguir, o problema a solucionar, requiere altas dosis de creatividad, y la empresa tiene el tiempo suficiente para que los individuos involucrados en el proceso realicen sus correspondientes ejercicios de prueba y error, entonces, vemos recomendable el proceso. Por el contrario, cuando la necesidad de la empresa es más técnica que creativa, y/o su nivel de urgencia es alto, creemos que no son recomendables los procesos de coaching.

En el caso concreto de su pregunta habría que analizar la relación, si es que existe alguna, entre la reducción de costes y el objeto de coaching, así como comprobar si está motivado por una situación de urgencia que podría poner en peligro la eficacia de cualquier proceso de coaching.

E&T - ¿Qué ventajas e inconvenientes cree que tiene frente a otros tipos de formación?

LR: Las ventajas del coaching frente a la formación son las siguiente: (1) el cliente aprende sin que el coach enseñe; (2) genera nuevos conocimientos o descubrimientos útiles para situaciones concretas y reales; (3) es fuente idónea de automotivación; (4) genera un verdadero sentido de responsabilidad que mejora el desempeño; (5) aumenta la autoestima y confianza en uno mismo; y (6) no genera ningún tipo de dependencia.

Los inconvenientes del coaching respecto de la formación son los siguientes: (1) existe confusión metodológica en cuanto a su aplicación; (2) son procesos que requieren tiempo; (3) no existen garantías de éxito; (4) suelen ser relativamente costosos (aunque sus ROI´s son elevados y tangibles); (5) no es fácil conseguir al coach adecuado; y (6) los riesgos o inconvenientes derivados de la mala praxis son muy altos.

Ravier, L.

1. Nuestro Blog alojado en “www.leoravier.com” ahora se divide en tres blogs distintos: (1) www.coachingnodirectivo.com/blog; (2) www.managementpraxeologico.com/blog y (3) www.catallacticconsulting.com/blog.
De esta manera nuestros lectores podrán suscribirse a las tres áreas de lecturas y estudios por separado.

2. Todos los suscriptos a “www.leoravier.com” seguirán suscriptos al blog de www.coachingnodirectivo.com/blog, pudiendo, como siempre, eliminar sus suscripciones al pie de cada uno de los post enviados, o bien suscribiéndose a los otros dos blogs para seguir recibiendo todos los artículos de las tres áreas que hasta ahora recibías en un mismo blog.

3. Leo Ravier Company S.L.: Los servicios y contacto ahora se harán a través de la empresa “Leo Ravier Company S.L.” www.leoraviercompany.com, o bien a través de las tres web´s de la compañía: www.catallacticconsulting.com, www.managementpraxeologico.com o www.coachingnodirectivo.com.

4. Redes Sociales: Incursiono en las redes sociales donde me pueden seguir en (a) Twitter, (b) Facebook, (c) LinkedIn o (d) VodPod.

Esperamos que todos estos cambios sean de vuestro agrado, y les deseamos un próspero año 2010 (a pesar de que la crisis económico-financiera seguirá con nosotros).

Antes que termine este año, y dada la proliferación de este tipo de libros, quisiera destacar un libro que desde la publicación de “Entrenando para el desempeño empresarial” de John Whitmore en 1995 (posteriormente reeditado con el nombre “Coaching: el método para mejorar el rendimiento de las personas” en 2003), se hacía imprescindible.

“Don´t Just Do Something, Sit There: An introduction to non-directive coaching” de Bob Thomson, publicado por Chandos Publishing en enero de 2009. Es un libro que sin lugar a dudas debe ocupar un lugar destacado en la biblioteca de quienes creen en el valor del coaching no-directivo.

La intención de Thomson, tras la publicación de este libro, es explicar la importancia de practicar el coaching no-directivo. Nos dice:

“My own preference is to be primarily non-directive, and this stance significantly shapes the ideas offered in the book. I am, as someone once said to me, directive about the importance of being non-directive”. Preface, xix.

“Mi preferencia personal es ser fundamentalmente no-directivo, y esta postura toma una forma significativa en las ideas ofrecidas en este libro. Yo soy, como

alguien me dijo una vez, directivo acerca de la importancia de ser no-directivo” Prefacio, xix (traducción propia)

Como es debido, y no podía ser de otra forma, Bob hace referencia a los fundamentos del coaching no-directivo mencionando especialmente a Carl Rogers y Timothy Gallwey. La sencillez, claridad y profundidad del libro es propio de los coaches no-directivos. Reconoce que existe un espectro entre los acercamientos directivos y no directivos, menciona la importancia de la conciencia y responsabilidad, y dedica un capítulo a cada una de las 3 habilidades fundamentales del coach: Escuchar, Preguntar y “Playing Back” (sintetizar, parafrasear o reflejar). También menciona el uso del “lenguaje claro” (Clean Language), aspecto normalmente ausente en muchos de los programas de coaching del mercado y de gran utilidad para el buen ejercicio de la profesión.

Dejo mi crítica para el final, dado que las virtudes de este libro, como ya he comentado, lo colocan en una posición destacada respecto del resto de libros publicados desde hace años.

En una conversación mantenida con Bob, y así también lo expresa en su libro, reconoce que si bien él practica un coaching predominantemente no-directivo, cree que existe lugar para que el coach se mueva a lo largo del espectro directivo. Sin embargo, a su favor debo agregar, que al menos, también reconoce que este “salto por el espectro” debe realizarse con conciencia y claridad respecto del cliente, y reconociendo que este hecho impactará en la relación de coaching.

Personalmente considero que estas concesiones no merecen la pena, y que dicho impacto puede “arruinar” la correcta y eficiente relación de coaching. A pesar de ello, sin lugar a dudas, estamos ante un coach que ha comprendido con claridad el valor del coaching no-directivo, y que a través de su libro nos invita a reflexionar sobre ello explicándonos qué es y cómo utilizarlo en el ejercicio de nuestra profesión.

Absolutamente recomendado.

Ravier, L.