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What About Coaching Competence? Part 1

What About Coaching Competence? Part 1

By Mary Verstraete

In talking with coaches, a common goal is to be highly competent and masterful in the profession. Certainly every client deserves a masterful coach, but have you ever wondered how coaching competence is actually defined?

 

  • Competence is a scale of growth. The scale begins with a foundational level of competence that is the basis for continual learning and development. I remember when I finished forty hours of coach training, way back in 2004. I presumed that was all I needed and didn't realize the course was meant to be the beginning of my competence. In my journey of completing my first 126 hours of coach training, I realized what I didn't know! From that point, I knew there could always be a consistent polishing of my skills. When I asked Patrick Williams, author of Becoming a Professional Life Coach, what makes a masterful coach, his response was, "Mastery is a journey and not not destination."


On the logistic side of competence, basic skills begin with three investments:

1.  A reputable coach training program that teaches coaching skills

Competence doesn't develop without training from experienced coaches. The importance of this was brought to light in the recent ICF announcement:

The following changes will go into effect on July 31, 2018, at 12 Noon (New York):

  • Coaches applying for their initial credential (Associate Certified Coach or Professional Certified Coach credential) via the Portfolio path will be required to demonstrate that they completed a comprehensive training program that includes the ICF definition of coaching, Code of Ethics and Core Competencies, and is organized in a scope and sequence that encourages the growth of the coach. 
  • This means that coaches will no longer be able to submit a random compilation of non-approved training hours and/or Continuing Coach Education units in fulfillment of their initial training requirements.
  • Reputable programs require learning new skill and completely high-quality coaching and not falling into being the expert and engaged in advising and counseling. Coaching are to be experts in the coaching process.


2.  Being coached
To understand how to coach and understand the role of the client, the coach must be a client. ICF recommends that a new coach invest in a coach for 6 to 12 months! Why? This allows the new coach to experience how the coaching relationship unfolds from the client's perspective and to learn coaching skills from an experienced and competent coach.
 


3. Practice
Coaching cannot be learned by just reading a book. Coach is interactive and occurs between a coach and client. Without spending time in practice actually coaching–the coach will still be a beginner at the end of the program. The only way to learn how to apply coaching skills is to practice.


The initial check list for coaches to build competency:

  • Training from a reputable training program
  • Experiencing coaching as a client
  • Coaching skills practice

In Part 2, we will take a closer look at competence through the lens of coaching ethics.

Trust Is Really the Heart of It All

Trust Is Really the Heart of It All

By Mary Verstraete

From 2006 to 2014 Angela Ahrendts served as CEO of Burberry, a venerable British brand founded in 1856 known for its trench coats, cashmere scarves and iconic check. She was pivotal in Burberry's return to popularity. Angela is currently Apple's senior vice president of retail and online stores and is responsible for the operation and expansion of Apple retail and online stores, which have redefined the shopping experience for hundreds of millions of customers around the world.

One of keys to revitalizing Burberry was that she set her level of excellence high by creating the stage for connectivity, trust, and innovation. She states:

 

Trust is truly at the heart of it all. If trust is your core value, you hire accordingly. I interviewed a lot senior management people, and at this level, competence and experience are a given; trust is the difference maker. When I look them in the eye I'm asking myself: Do I trust them? Do I get the feeling they trust me? Do they get vision? This is the starting point for everything we do.

 

How was this level of excellence practically implemented? Ahrendts made a decision to create a conversational forum that included everyone in the company and encouraged people to communicate directly with her and others on the senior team, moving employees from the protect mode into a share and collaborate mode. She created a culture where everyone could talk what was on their minds. Angela says this about the Burberry culture:

 

You should feel a culture, and a brand. A culture is a living brand. We will build a brand by building the culture. What's right for the brand? It became a higher purpose. How could our employees help us create not only a great brand but also a great company?
When people trust people, you can share your insecurities and use them to build bridges. This openness and transparency connects us to each other in a totally new way. When you openly acknowledge you can't do it without the other person, ego gets replaced by the knowledge that we're all in this together.

 

What makes trust the heart of it all? Trust is the factor that generates a willingness to feel open enough to be inclusive, interactive, and intentional. Human beings have a need to belong and neuroscientists consider this to be even more powerful than the need for physical safety and security.

A fearful state of mind "alters" the way we see and experience reality, the way we interact with others, and how much we are willing to engage, innovate, and speak our minds.

When trust is absent we perceive reality through a threatened lense:

  • Experience the environment as threatening
  • Retreat to protect ourselves
  • Become sensitive to being wrong or embarrassed
  • Behave differently

The implications of perceiving through a threatened lense: 

  • Reveal less than what we know or what is helpful to move forward
  • Expect more than what is possible
  • Assume the worst of others
  • Look at situations with caution
  • Interpret communications with fear
  • Tell secrets we promise not to tell
  • Become yes people to avoid confronting truth

When trust is prominent we: 

  • Reveal more
  • Expect less and over deliver
  • Assume the best of others
  • Look at a situation with an open heart
  • Interpret communications through truth and facts
  • Tell the truth
  • Become yes people to confront truth

Bottom Line:

Trust is the glue that holds an organization together. 

Everything begins with a foundation of trust.

Trust is the core of effective conversation.


 I couldn't be happier with the training. As a professional coach, I’m now involved in living my vision of being an agent for positive change in people's lives.

Alan Smith
CBMC Northland Area Associate Director