To be a successful leader, executives need skills to adapt quickly and thrive in changing environments. Great leaders teach and support others to adapt and succeed in changing environments as well. We work with individuals to gain the knowledge, skills, and confidence to succeed at both the individual and team levels. Some of the areas discussed during the coaching process could be:
Successful executives need to develop and lead effective teams. A team coach, expert on team development, can support executives in developing highly effective teams by facilitating discussion and exercises targeted to maximize the team’s potential. Some of the areas that could be worked during team coaching include:
Organizational Coaching involves coaching towards organizational goals by focusing on the corporate team and corporate vision, mission, values and strategy. Results are measured against the performance requirements of the organization. Organizational coaches combine basic coaching skills with an in-depth understanding of the language, dynamics, processes and culture of organizations, whether these are large companies, SMEs or public sector. Some of the areas we may cover include:
Our Approved Coaching Training Program (ACTP) by the International Coach Federation is based on the ICF 11 Core Coaching Competencies Model. We offer the program in house in organizations such as Center for Nonprofit Management, Kaiser Permanente and University of Southern California. It includes 10 days of in person training, individual and group mentor coaching, working on five books, 8 coaching practice sessions in triads with program participants, and at least 25 hours of coaching practice with clients. The program lasts between 6 and 12 months.
Mentor Coaching involves developing and/or enhancing your coaching skills. The ICF defines Mentor Coaching as providing professional assistance in achieving and demonstrating the levels of coaching competency demanded by the desired credential level sought by a coach. Furthermore, Mentor Coaching means an applicant being coached on their coaching skills rather than coaching on practice building, life balance, or other topics unrelated to the development of an applicant’s coaching skill.
ICF defines Coaching Supervision as “the interaction that occurs when a coach periodically brings his or her coaching work experiences to a coaching supervisor in order to engage in reflective dialogue and collaborative learning for the development and benefit of the coach and his or her clients.”
“Coaching Supervision is distinct from Mentor Coaching for Credentialing. Mentor Coaching focuses on the development of coaching skills mainly in the context of initial development. Coaching Supervision offers the coach a richer and broader opportunity for support and development. In Coaching Supervision, the coach is invited to focus much more on what is going on in their process and where the personal may be intruding on the professional. Examples, as developed by the work group are listed as a supplement”.