Magnify Coaching Competencies

By James Gehrke

Steven Benglas, in his article "The Very Real Dangers of Executive Coaching" (Berglas), makes several criticisms of executive coaches, including; that coaches "sell themselves a purveyors of simple answers and quick results"; that coaches only focus on behavioral solutions, ignoring or worsening possible important psychological issues of the "coachee"; and that coaches "exploit the powerful hold they develop over their clients" (Berglas, p. 88).

To ensure credibility and improve the professionalism of the coaching profession, the International Coach Federation (ICF) has identified core coaching competencies that are helpful in ensuring that criticisms like those of Benglas are reduced or eliminated. The competencies include:

1. Meeting ethical guidelines and professional standards.
2. Establishing the coaching agreement.
3. Establishing trust and intimacy.
4. Coaching presence.
5. Active listening.
6. Powerful questioning.
7. Direct communication.
8. Creating awareness.
9. Designing actions.
10. Planning and goal setting.
11. Managing process and accountability.

While each of the competencies is important, the first three deserve special attention. First, by setting and meeting a high ethical guidelines and professional standards, coaches ensure that clients understand “the distinctions between coaching, consulting, psychotherapy and other professions” and refer clients “to another support professional as needed” coachfederation.org/ICF/. This will ensure that clients with serious psychological or other issues, which the coach is not qualified to handle, are directed to professionals who can get help. Reaching an understanding of what the coach can provide for the “coachee” and being clear about the expectations of what the coach can provide ensuring coach does not over promise what they can realistically accomplish. These two steps help to establish the relationship between the coach and “coachee” in a way that establishes trust and realistic expectations for the relationship.

The other key competencies are also essential for coaches to develop, especially if they are to be recognized as a professional with real skills and ability to help the “coachee” develop over time and not promise “fast results…employing techniques that reject out of hand any introspective process…” (Berglas, p. 88). An effective coach must demonstrate the ability to focus and understand the needs of the “coachee”, as well as help the “coachee” internally reflect in order to create an awareness of their strengths and weaknesses. This takes time and competence. Listening and questioning skills are vital for coaches to be able to do this effectively. In addition, it takes dedication, skill and commitment for the coach to turn this self awareness into actions which the client is committed to take, and then time to follow through with the process long enough to demonstrate results which can be measured.

The ICF competency model is an excellent standard for all coaches to strive for in order to best meet the needs of their clients and to improve the image and reputation of their profession.

References:

Berglas, S., (2002). The very real dangers of executive coaching. Harvard Business Review. June 2002, Vol. 80 Issue 6, p86-93, 8p, 1c

International Coach Federation. (2006). Retrieved May 11, 2007, from coachfederation.org/ICF/

James Gehrke is the President of Magnify Leadership and Development.

After various promotions in Sales, Sales Operations, Training & Development, and Sales Management and Training, he headed Pfizer’s Learning & Development for all of Europe, Canada, Africa, & the Middle East where he was instrumental in the development of a global management curriculum and other training initiatives to enhance organizational effectiveness for over 30,000 employees. He has worked on many high levels, cross functional teams addressing issues such as Field Force Effectiveness, Change Leadership, Leader Behavior Development, Executive Coaching and many others.

Since starting his own training company, James has developed and trained both public and private leadership, coaching, targeting and territory management sessions for hundreds of participants in various industries. James is bilingual and can teach in both English and Spanish http://www.magnifyleadership.com

Magnify Leadership and Development

6232 South Vinecrest Drive • Murray, Utah 84121 • Phone: 801-266-0849
Email: info@magnifyleadership.com
Website: http://www.magnifyleadership.com

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