AC Bulletin, July 2010

The Bulletin of theAssociation for Coaching

Published by the Association for Coaching

www.associationforcoaching.com

Opinions expressed are those of the authors and not necessarily of the Association for Coaching.

C O N T E N T S

July 2010Issue 1

Welcome 2Anne Archer

Interview with Shelle Rose Charvet 4Anne Archer

Resilience 9Jenny Campbell

AC UK Chair Report 15Gladeana McMahon

AC Global Update 18Katherine Tulpa

Tool Box: Defining Coaching 21Shirley Dockerill and Vincent Leahy

Connective Coaching – using the power of Quantum Intelligence 24By Sue Coyne and Penny Mallinson of Connectiveness Ltd

Special Interest Group Report 27Sharon Phillips

Book review: Cognitive Behavioural Coaching for Dummies 28Katherine Tulpa

Book review: Outliers 29Liz Buckle

http://www.associationforcoaching.com

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Welcome

The Bulletin of the Association for Coaching • July 2010 • Issue 1 • www.associationforcoaching.com

Welcome

Summer is officially here and what a heat wave.Already I am watering daily which makes a changefrom last year. In the garden the potatoes have bolt-ed which has not happened to me before and all I cando is wait and see the result later in the year. Mylovely hens are laying daily and the eggs are magnif-icent. I find being a gardener helps me with myreflective process. As I think about optimal condi-tions for growth in my garden I in turn think aboutthe same for my clients. What is similar and what isdifferent? What is a coaching drought versus abun-dance?

So, England are out of the world cup and watchingtheir performance has me thinking about the role ofthe team coach in producing talent out of diversity.What is the role of reward in behaviour and optimalperformance? Perhaps someone would venture anarticle for our next bulletin that explore these ques-tions. I wonder if I could get Fabio Capello for aninterview…..

The interviewwith Shelle Rose Charvet (page 2) wasgreat fun to do and I hope you enjoy the finishedproduct as much as I enjoyed the process. There aretwo relevant and timely articles; one on resilience byJenny Campbell (page 8)and the other on ConnectiveCoaching by Sue Coyne and Penny Mallinson (page24). We have an update for the AC UK and Globalprovided by Gladeana McMahon and KatherineTulpa respectively. So you can put names and facesto the AC Council, I am featuring 2 members eachtime. This edition features Amanda Bouch andGladeana McMahon. Do you sometimes wonder

how to describe coachingto clients? TheTaxonomy of Coachingby Shirley Dockerill andVincent Leahy (page 20)might help. An update onSpecial Interest Groupshas been provided bySharon Phillips and Ihope this will spark some action around other areasof special interest. Once again our great team of bookreviewers have reviewed two books.

We have even managed to squeeze in a brief stoppress on the Leadership conference with a morereflective piece coming next time.

I look forward to hearing from you about this editionand I am always interested in articles, features andideas. If you have a contrary view to something thathas appeared, or want to offer something differentplease get in touch. I have also said before that Ibelieve in supporting new writers to have a go so ifyou have not been published before do not be shy. Ifyou have a good idea, can write clearly and articulatewell then I would love to hear from you.

Enjoy holidays, good weather, friends, clients and agood life.

See you in the autumn.

[email protected]

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Stop Press

3The Bulletin of the Association for Coaching • July 2010 • Issue 1 • www.associationforcoaching.com

The AC UK’s first event triumphantly marked itsnew life as an organisation run separately from itsparent. The conference was extremely well attended,with more than 300 coaches thronging the modern (ifhot!) conference centre at the University of EastLondon, which shares the honours with AC UK asco-host. I especially enjoyed the day’s unabashedfocus on excellence and the performance of leaders.

In this small space I cannot adequately talk about allthe speakers. Jonathan Passmore discussed a rangeof topical leadership challenges suggesting thatcoaching offers the only tailored way of leveragingeach leader’s unique strengths and qualities.ProfessorAlex Linley discussed positive psychologyin leadership and challenged us to consider howready the profession is to take on the challenge ofcreating the leaders of the future. Christine Williamspresented a case study from NASA on coachingtechnical leaders in soft skills to enable them to leadhighly complex projects across many locations –sadly her box of NASA freebies failed to make it tothe venue on time! The AC’s very own KatherineTulpa completed the day covering coaching topteams; two of her nuggets of wisdom that will remainwith me are the importance of using co-coaching atthis level and her suggestion that whatever the agen-da for coaching is, halve it!

The four workshops in the afternoon covered authen-tic leadership, use of feedback in coaching, strategyand building a coaching pool. They gave us all theopportunity to contribute more actively to the dayand generated lively discussions – some consider-ably more lively than others!

For me, there were three highlights.

Professor Adrian Furnham got the day off to anengaging start with his talk on derailing behavioursin high fliers. Particularly striking was the findingthat as many managers are likely to fail as succeed,and the discussion around the potential dark sides ofmany demonstrated strengths. For example, the darkside of integrity could be rigid zealotry. Coachingprovides a powerful route to optimising, rather thanmaximising, these positive traits, helping leaders toavoid derailment. Doctor Anthony Grant madeexcellent and entertaining use of his “graveyard slot”immediately after lunch with a long overdue debunk-ing of much of the literature on coaching’s return oninvestment and his advocacy of randomised con-trolled trials to assess coaching’s efficacy. A recentstudy of his own, carried out in a public health serv-ice in Sydney, clearly shows that leadership coachingworks and facilitates goal attainment.

My final highlight was the opportunity to meet somany other coaches to discuss our work or just tochat in the sunshine.

Perhaps the day is best summed up by one of my fel-low coaches who told me:

“Very good value, packed with learning, extremelywell organised and priced just right for current mar-ket sensitivity.”

Richard Andrews

RichardAndrews is a coach supervisor and executivecoach. His website iswww.create-the-future.co.uk.

Stop Press – Stop Press – Stop PressLeadership Coaching: Developing ElitePerformanceBy Richard Andrews

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http://www.create-the-future.co.uk

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Shelle Rose Charvet, Certified SpeakingProfessional is known around the world for her best-seller Words That Change Minds. She is an experton below-conscious motivations, thinking patternsand decision-making strategies. Coaches, trainers,consultants use her work to help understand, moti-vate and work effectively with clients. Shelle is a pro-fessional speaker, NLP Trainer and organizationalconsultant helping people solve their most difficultpersuasion challenges. Her new book is TheCustomer is Bothering Me! Check her out for your-self at www.WordsThatChangeMinds.com

How would you describe what youdo in the world of work?

My area of expertise is in influencing and persua-sion and what I’m very curious about and spentmany years studying are the things that motivateor de-motivate people. I’ve conducted a lot ofcommunication training and even developed acoaching methodology based on NLP and theLanguage and Behaviour Profile (LAB Profile),which I have called Conversational Coaching.Since a large chunk of coaching is done outside ofan official coaching session, such as when some-one says to you; “Have you got a minute?”; weneed a conversational way of doing coaching thatdoesn’t feel like a formal intervention. Somethingthat is really a conversation. ConversationalCoaching is like that and it has a structure andtakes skill.

What is your definition ofcoaching?

Coaching and mentoring is about helping peopleto find the means to become who they truly canand want to be, and it is up to them to define whatthat is. My company is called Success Strategies

because we help peopleto find their own bestsuccess strategies. Acoach needs to be anexpert in helping othersto become all they canbe. There are manyways to do this. I focuson uncovering their success strategies. Helpingthe person in doing, being and becoming the per-son that they want.

If coaches can understand what unconsciouslymotivates their clients they can help them reachtheir goals more quickly. But we now know thatonly 40% of people are actually motivated bygoals. The trigger for many people to seek acoach is usually an issue or problem they want tosolve or prevent, rather than a goal they are pur-suing. Individuals seeking coaching are often notready to think about goals as they are preoccupiedwith their issues. It is important therefore tounderstand and respect this motivation whencoaching someone. The LAB Profile gives youthe language to match someone’s motivation.

What is your connection towriting?

Writing is a very powerful way of communicat-ing. People now have much shorter attentionspans. We are “click happy” and want everythingdelivered instantly. I recently read an article aboutthis, but it was four pages long, so I didn’t finishit. We find it more difficult to read lots of infor-mation, so visual layout is important. Using lan-guage patterns, phrases and words and by payingattention to the visual aspect of our communica-tion– we can be far more influential.

Interview with Shelle Rose CharvetWith Anne Archer

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How did your new book ‘TheCustomer Is Bothering Me’ come tobe written?

It has been a project for a number of years. It isabout making and implementing decisions abouthow you treat your customers. When theIcelandic volcano ash covered Europe many pas-sengers were stranded and the airlines struggledto know how to take care of them.1 But eventhough they couldn’t predict the problem; thatwas no excuse for not being ready for a disruptionto their services. Disasters will happen. Mistakeswill happen and we need to have already thoughtabout this. Most companies, and people for thatmatter, are unprepared because they do not getout of their own perspective to understand howevents truly affect others. One of the big humanchallenges is to be able to walk in someone else’sshoes.

1 Please see my article entitled Volcanoes andthe International Customer Service Crisis, onwww.TheCustomerisBotheringMe.com

There are 3 useful perspectives to serve our cus-tomers well:

1. Our own point of view.2. Our customers’ point of view.3. The bird’s eye, overall view to ensure what weare doing makes sense.

These perspectives will help you create the expe-rience you want your customers to have. Plus,you need to define your Customer ServicePhilosophy. How do you make sure that you’redelivering the spirit of what you wanted to deliv-er? How do you market yourself; what are youpromising as compared to what you actually dofor your client? Coaching for example, is not amiracle cure, and should not be marketed as such.What kind of expectations are you setting? What

do you believe to be true about your clients? Doyou believe they come to you because they needhelp? Are they intelligent? Are they looking for apartner to be alongside them? What view do youhave of your client? If you can articulate all ofthese things, and act on them, you will meet yourclients’ needs much better.

Equally important are the processes throughwhich you work with your clients. For example,what is your normal process? How do you greetthem? How do you do a needs analysis? How doyou build the relationship for possible futures?How will you deal with it, if something goeswrong? What is your ‘upset customer’ or emer-gency process?

Here is something else that affects many situa-tions for our clients. Human beings cannot dothese two things at the same time; be upset andbe logical. If someone is upset it may not be help-ful to try to solve their problem right away. If theclient/ customer is in an emotional state, treattheir emotion first.

These are the topics I wanted to address in TheCustomer is Bothering Me.

What / who influences your life?

There are so many I am not quite sure how toanswer the question. One of the things people dofor me that is a big influence, is testing my ideas.I make things up, such as an editing techniquecalled The Macho Test. The Macho Test enablesyou to determine whether what you are saying orwriting is likely to be listened to by someone whohas what I call a “Macho Pattern” and to adapthow you express yourself to ensure your ideaswill get a good hearing.2 The label is for thosewho are perfect in every way, are more importantthan you, better educated, never wrong, betterpaid, fitter and so on. If someone is running thatpattern and you are not aware of it, what you saymay well be rejected. As I said earlier I make

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things up and my colleagues, friends and clientstested this process out and gave me great sugges-tions.

2 For more information on this technique seethe articles link onwww.WordsThatChangeMinds.com.

The biggest influence has been NLP. I was work-ing and living in France when my marriage blewup and I moved to Canada to start all over again.If I hadn’t had NLP skills and insights, it wouldhave taken a lot longer to get back on my feet.NLP is not something you do – it’s something thatyou practice. You need to be congruent on theinside. Many of my best friends around the plan-et are NLP people. For me, NLP is a way of beingrather than a way of doing things to people.

I have learned a lot from many NLP greats, in per-son or through their work; Judith DeLozier,Robert Dilts, Steve and Connirae Andreas, JohnGrinder, Leslie Cameron-Bandler and I can seetheir different influences in my work.

I began my NLP training in France in the early80’s and there were cultural differences thatmeant the way NLP was trained needed to beadapted to work in France. NLP originated inAmerica. It is important to be aware of culturaldifferences. Here’s an example. One of the essen-tial questions in NLP is to ask “What do youwant?” In America, there is a belief that life isabout getting what you want. Hardly any otherculture on the planet has that belief with the sameintensity. In the UK, France, and Germany peopletend to be more duty-driven. That would affectthe way in which the question was answered.People would become uncomfortable answeringthe question “what do you want?”. And womenin the western world and elsewhere are still con-ditioned to take care of what everyone elsewants.3 Another way of asking that questionmight be to ask “What’s important to you?” This

question will get at what people want or need in adifferent way.

3 I believe that a positive consequence ofwomen’s caring for others has been the sur-vival of our planet. Perhaps we need toelect pregnant women to be our leaderssince they have a physical attachment to ourfuture. Oh! Don’t get me started!

Are there any other influences?

Clients influence me in incredible ways. I alsospend time, money and effort learning fromexperts on different topics around the world. Ihave friends where the quality of our conversa-tions, questions and testing out of our assump-tions is invaluable. Penny Thompkins and JamesLawley are two people I can think of right away.4I am influenced by the friends who stick out theirfoot that I trip over. OK! So you’re trying to tellme something!

4 They are the authors of Metaphors in Mindand the developers of the Clean LanguageMethodology now used by many coaches,based on modelling the work of DavidGrove.

Another important influence is my membership intwo Mastermind groups

Anyone truly dedicated to learning and self devel-opment needs to not just be playing at it. If youare serious about coaching you already know thatyou need a coach. The mastermind group I havebeen in for the last four years is a group of profes-sional speakers, experts in different areas. Thewhole point of such a group is to create the con-ditions for each of us to achieve things that areimportant. You work as a group. For example inthis particular group we have a mix of talents. As

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professional speakers we each needed more videofootage of our work. We put together an eveningwhere we each gave presentations and used theopportunity to hire a video company to film our-selves in front of an audience and to raise moneyfor a charity we have been supporting for a longtime. For 6 months before that evening we gottogether to hone our presentations. I get a lot ofpresentation training and coaching and this wasthe best coaching I’ve had in a long time.

What is the greatest piece ofadvice you have been given?

This is related to my speaking work however ittranslates to other activities too. It was said byWarren Evans. He said “Only an amateur warmsup on stage”. Relating to coaching it’s about mak-ing sure you are in the right state before you meetwith your client. Are you ready to do the work?

What changes do you envisage inthe world of work over the nextfew decades?

Geography will become a non-issue. This hasalready started in North America. There is arecognition that you don’t need to be in the sameroom, however we do still need to have relation-ships. I do a lot of my client work on the phone oron Skype and speakers are now addressing largeaudiences through video conferencing..Also I think working people are under way toomuch pressure. Something is going to bust.People cannot keep working at the rate that theyare and with ever increasing expectations. Newtechnology gives us the means to do more, somore is expected. In the 1970’s we believed thatnew technology was going to give us freedom,make world peace, end hunger and enable us tocreate meaningful lives. Now we are on-line 24hours a day, working day and night and many

people are addicted to work. Something is goingto blow up or change because we cannot keepgoing at this pace.

What’s exciting is that people are influencinglarge systems changes through media such asTwitter and Face Book. The generations growingup now have different values. My kids don’t wantto work as hard as I do. I look at how much moretime they spend with friends and on their relation-ships.

Coaching is also going to have to evolve. The vastmajority of my clients are not in the same room asI am. I use technology, for example with tele-phone coaching I have a bridge line, so I recordour conversation and send a copy to the other per-son. And this works great for group coaching too.I believe there is a huge potential for groupcoaching with people from around the world.Coaches are going to need to constantly improvetheir expertise to nourish their processes with newtechnology and new brain-mind-body-spirit-com-munication knowledge.

And where and how we work is shifting. Yearsago people asked me ‘How can you stand theinsecurity of working for yourself?’ Now it’smore like ‘how can you stand the insecurityworking for someone else?’5 Also the recognitionof who’s going to pay you and how do you givesomething of value in return? It is ok to give tothe world, as many people do, but you are alsoresponsible for earning your living.6 Even if youare employed by someone else you are responsi-ble for your own income and this will becomeever more true as the world of work evolves.

5 There is a YouTube video of my stand-upcomedy routine: My boss is a bitch, unfor-tunately I’m self-employed.

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6 I often have conversations with peoplewho say they want to give their services topeople who can’t afford them. I usually saythat’s great, and how will you earn your liv-ing. Thousands of people have heard myrant against the “sacred vow of poverty.”

Another trend. Many women leaving organiza-tions because they are fed up. They look at thepolitics and game playing and don’t want to dealwith it any more. We need to make it a lot easierfor women to stay and contribute to organizationsto get the benefit of what they bring.

What’s next for you?

I will be licensing the LAB ProfileConsultant/Trainer Certification Program, toenable others to spread these great tools. I wanttrainers to teach LAB Profile worldwide, ethical-ly, with skill and knowledge. We are here to serveand I can help people to do that by helping themget better in all their communications, findingnew ways and uncovering their success strategies.

Continued from page 7Shelle's upcoming dates in theUK:

Opening Keynote Speech at TrainingJournal ConferenceSeptember 21, 2010 London"The Delegate is Bothering Me! How to motivatemore people for Learning and Development."http://www.tjconferenceandawards.com/

Pre-conference Workshop for the NLPConferenceNovember 12, 2010 LondonThe Customer is Bothering Me! The Client isBothering me! The Patient is Bothering Me!"www.nlpconference.co.uk/

Words That Change Minds: The LABProfile PractitionerNovember 19-21, Newcastlehttp://www.mindinternational.co.uk/

Words That Change Minds LAB ProfilePractitioner and Conversational Coaching,May 12 to 15, 2011, Londonwww.NLPSchool.com

http://www.NLPSchool.com


http://www.tjconferenceandawards.com/Pre-conferenceWorkshopfortheNLPConferenceNovember12




http://www.nlpconference.co.uk/WordsThatChangeMinds:TheLABProfilePractitionerNovember19-21




http://www.mindinternational.co.uk/

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Why do some people bounce back easily after set-backs, whilst others find themselves weary and car-rying a high cost to keep battling through? In thisarticle Jenny Campbell shares her interestingresearch on resilience, done as part of thelifetimeswork Insight series. Jenny interviewed 25leaders across different sectors to understand howthey managed their own resilience and how thislinked to the resilience of their organisation. Jennywould welcome any of your own resilience stories tohelp her shape the main findings; her contact detailsare at the end of the article.

The Definition of Resilience

Resilience is the ability to overcome setbacks andabsorb any learning offered by those setbacks, quick-ly, and at the minimum cost. There are increasinglevels of resilience: those that describe their ability tobounce back; those which describe this plus absorb-ing the learning from the setback and thereby chang-ing their ways of living and working; those whichdescribe this learning, and on top, their speed of

response and minimumcost. There is an even fur-ther level of resilience,where a person trans-forms an extreme chal-lenge into an opportunityand achieves good out-comes from the setbackeven in the face of extreme loss. Altogether, theseinsights give rise to a very powerful definition ofResilience: R= (Bounce back * Speed) + EnergyRecovered + Learning + Application to other con-texts. The research set out to find out how to buildresilience to this kind of level.

The Resilience Engine©

The most significant finding of recent research is theconcept of the Resilience Engine©. Using the modelof the Resilience Engine© helps illustrate howresilience is created and sustained. The engine ismade up of an inner source of fuel and an outer force,with a driving motor creating the energy between the

ResilienceBy Jenny Campbell

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two. The inner source of fuel and the outer force arestable, non- moveable components. The drivingmotor moves continuously. The integration of thiswhole engine, the maintenance and nurturing of it,and the continuous development implied by it, iswhat makes resilience transformative.

The Internal Resources ‘2+7+1’

The first component is a set of specific InternalResources - 2 Beliefs, 7 Attitudes and 1 ability toSelf-Accept that form the internal source for an indi-vidual’s resilience.

The ‘2’1. A belief in one’s purpose in life – so knowing thatyou have a purpose, and what it is. This beliefleads to the highest engagement if connected withthe External Goal.

2. A belief is one’s own judgement: judgement ofother people, and judgement of things and situa-tions.

The ‘7’There are seven attitudes whose combination is crit-ical for the highest level of resilience1. Takes full responsibility for self, own actions andreactions

2. Doesn’t dwell, forgives when necessary, moves on3. Not taking oneself too seriously. Humility and selfdeprecating humour.

4. Optimistic5. Grounded, feet on the ground, pragmatic6. High level of independence and independentjudgement

7. Values others and their opinions

The 4 latter attitudes make for an interesting paradox– they are 2 pairs of countering mindsets: a both opti-mistic and pragmatic person will believe in the pos-sibility of creating options and solutions and will alsoconsider and cater for all barriers. Plus the extreme-ly independent person who values other people’sinputs will achieve a fully counterbalancing set ofarguments in any situation.

The ‘1’This refers to Self Acceptance. It is the findings ofthis research that leaders who are resilient do notnecessarily have Self Esteem, but Self Acceptance.They know themselves deeply, and they acceptthemselves - all strengths, all gremlins, all blindspots.

Self Confidence and Control

The combination ‘2+7+1’ makes for an unexpectedsituation which lifetimeswork came across manytimes in the leaders interviewed: the combinationdidn’t mean defacto confidence.

Also, the relationship between resilience and beingin control is complex: an initial state of being in con-trol is useful to resilience, but individuals have togive up the need for control where the challenge istoo big – instead they need to concentrate on feelingcomfortable with ambiguity.

External Goal Focus

The second component of the Resilience Engine© isan extreme focus on an outwardly facing goal. If thisgoal is linked to an individual’s inner purpose thebond is extremely strong. The key for this to play apart of the Resilience Engine© is that there is a con-tinued and almost ruthless focus on the goal. Thisfocus is so clear that the individual will do anything– including generating somehow all creative optionsavailable to them – to solve any problems along theway.The real mindset here is the openness to solutionscoming from unexpected places, and keeping a widecompass map. This mindset is enhanced via theAdaptive Capacity.

The Adaptive Capacity

The third component of the Resilience Engine© is anindividual’s Adaptive Capacity. This is a sophisticat-ed mix of skills that connect the Internal Resources




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and External Goal Focus in continuous motion, andhelps move the individual towards their goal(s) con-gruently. It is the moving part of the ResilienceEngine©. TheAdaptive Capacity is made up of threecomponents:

1. Firstly, Perspective – the ability to grasp context.Being able to step back from a situation in order tobetter see and understand. This implies an abilityto weigh up a welter of factors, ranging from howvery different groups of people will interpret agesture, to being able to put a situation in perspec-tive.

2. The second is Supporting Oneself so that the indi-vidual is refreshed continuously.

3. The last component is a Pacing Cycle – anadvanced skill where an individual manages theirload accordingly to their capacity on a continuousbasis. The components of the Pacing Cycle areshown below. Most significantly it results in asteady state use of energy rather than high peaksand troughs. Dependencies are ruthless prioritisa-tion and saying no often.

Organisational Resilience

There was general agreement across the leadersinterviewed that organisational resilience reliesextremely heavily on the personal resilience of theSenior Management Team of the organisation. Thereare a further 6 elements necessary for organisational

resilience:1. Consistency. Of culture, of communication, ofmessage, of values, of style of decision making, oftrust.

2. A consensus, inclusive and collaborative culture.3. A learning culture within linked communitieswithin the organisation, and as a whole organisa-tion.

4. There has to be an emotional contract between theorganisation and the employee, linking the indi-vidual to the organisational aims.

5. An organisation had to explicitly deal with chal-lenges to resilience such as stress and workload.Prioritisation has to be ruthless.

6. Don’t hide difficulties or ambiguity from staff.

The Bottom Line of Resilience

1. Resilience is important to leaders. Those that havethe highest resilience work hard at nurturing andsustaining it.

2. Resilience relies on complete Self Acceptance. Itdoes not rely on Self Esteem or Self Liking.

3. Resilience relies on a number of deep beliefs anddeep attitudes, the 2+7 of the Internal Resources2+7+1 formula. If not present innately, buildingthese takes profound inner work.

4. Resilience relies on connection with an ExternalGoal that is compelling and meaningful.




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5. The most challenging aspect for building and sus-taining resilience is an individual’s AdaptiveCapacity. Experience and time is required to buildAdaptive Capacity, and it requires continual sup-port.

6. The output of the Pacing Cycle, part of theAdaptive Capacity, is a steady use of one’s owncapacity and energy, even in the face of challengeand setback. This involves ruthless rejection ofunnecessary tasks, and this in turn relies onextreme clarity of the External Goal.

7. Resilience is not the same as confidence; indeedmany leaders quote a lack of confidence despitevery high resilience.

8. Resilience requires a sophisticated relationshipwith the need to be in control. Resilience is builtby becoming more in control – of those things thatare within one’s control. But it also requires acomplete letting go of control for those things out-side one’s control. This may sound extremelyobvious, but the understanding of what liesbeyond one’s control has to be developed.

9. Resilience, even at the highest level, needs to besustained.At the highest level this means effectinga big change.

10. Women rate their own resilience lower than men.There are 3 common reasons for this: a capacityversus expectation issue; a lack of self-accept-ance; and finally the belief that they are fixers ofany problem - this gets in the way of full devel-opment of all 3 components of the ResilienceEngine©.

11. Each sector has a particular pattern aroundresilience. The Public sector is most complex,with both the highest and lowest resilience rat-ings. The Corporate sector has the most consis-tent ratings, but top ratings remain illusive. TheEntrepreneurial sector has the lowest average rat-ing, with two fundamental reasons – a lack oftime for reflective learning and a prevalence ofDIY thinking.

12. Organisational resilience depends heavily on theindividual resilience of its key leaders and theresilience of its Senior Management Team as a

unit.13. Organisational resilience relies on a further six

factors, including a collaborative, inclusive styleand openness of culture.

14. There are 10 major reasons for breakdown of theResilience Engine©. The 3 most common are

o The ‘2’ beliefs are not assimilated whol-ly.

o individuals’ expectations of themselvesare out of kilter with their individualcapacity.

o a DIY approach is preferred.

Further Information

The full Resilience Insight Series includeso More on The Resilience Engine© and itscomponent parts.

o Sustaining Resilience.o 10 Reasons for Resilience Engine break-down.

o Sector and Gender differences.o 10 Implications for Coaches.

To obtain a copy of the full Resilience Insight Series,or to discuss more about your own and your organi-sation’s resilience capabilities, please contact JennyCampbell, Director [email protected]/0131 332 7512.

Participants in the Research

Entrepreneurs:Ros Borland, CEO Gabriel Films;Charlie Dawson, CEO The Foundation;Soraya Fenton, Argyll Fenton;Pamela Lyell, Partner Core ServicesMarc Moens, Pentech Ventures LLP, x-CEORhetorical;Angela Paterson, CEO Hijobs;David Sibbald, CEO Sumarian;Judy Wagner, Partner Finlayson Wagner & Black;



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Corporate Sector:Anonymous Finance Director, major Scottish-basedPLC;Jann Browne, Finance Director, Cairn Energy PLC;Geoff Cartright, GlobalMarketing Director, Lifescan– part of J&J;Mairead Ferguson, Communications Director, BBCScotland;Lewis Lyell, Director BT;Linda Urquhart, CEO Morton Fraser;Tom Ward, x-Corporate Development DirectorScottish & Newcastle;Helen Webster, Product Director, Aegon;

Public and Third Sector:David Cameron, Director Child Services StirlingCouncil;Liz Connelly, Regional Director West ScottishEnterprise;Heather Jack, Head of Cultural and CommunityServices, Perth & Kinross Council;Fiona Mackenzie, CEO NHS Forth Valley;Kathy O’Neill, General Manager NHS Forth Valley;Harry Stevenson, Director Social Services, SouthLanarkshire Council;David Strang, Chief Constable, Lothian & BordersPolice;Simon Woods, CEO, Royal Scottish NationalOrchestra;Zoe van Zwanenberg, x-CEO of Scottish LeadershipFoundation;

PsychologistsPaul Dickens, Partner, Finlayson Wagner & Black,Psychologist;John Leary Joyce, CEO of Academy of ExecutiveCoaching and Psychologist.

References

1. Harvard Business Review on Building Personaland Organizational Resilience.2. The Resiliency Advantage, Al Siebert.3. The Power of Resilience, Robert Brooks and SamGoldstein.4. Hostage at the Table, George Kohlrieser, IMD.5. Learning from Burnout: Developing SustainableLeaders and avoiding career derailment. TimCasserley/David Megginson.6. Coaching At Work Vol 3, Issue 5; CIPD.7. Leading Through Uncertainty. McKinseyQuarterly Dec 2008.8. Centred Leadership: How Talented WomenThrive. McKinsey Quarterly Sept 2008.9. Adapting to Life’s Sling and Arrows: IndividualDifferences in Resilience when recovering form ananticipated threat. Journal of Research inPersonality; March 2008.10. Sociocultural factors, resilience and coping: sup-port for a culturally sensitive measure of resilience.Journal of Applied Psychology, March 2008.11. Ego-control and ego-resiliency: Generalisation ofself-report scales based on personality descriptionsfrom acquaintances, clinicians and self. Journal ofResearch in Personality, 2004.12. The Road to Resilience.American PsychologicalAssociation.13. Centre for Confidence, Scotland.



14

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AC UK Chair Report


Since the last Bulletin theAC UK has been involvedin a number of projects.

We are currently reviewing our ProfessionalIndemnity Insurance arrangements and the discountswe are able to offer members using our Associationstatus. We have managed to link ourselves in withthe major providers who are able to offer competitiveofferings and will be posting information about thecurrent position shortly.

At the time of writing, we are holding our first ACUKConference on 8th of July in association with theUniversity of East London, entitled “LeadershipCoaching: Developing Elite Performance” and havebeen delighted that we have been able to attractworld class speakers. See the “stop press” in this bul-letin for an update on the conference.

Scotland now has a new Head in the form of MarthaSimpson whom we warmly welcome to our UKCouncil. Scotland is very active in relation to eventsand we are sure that they will continue to go fromstrength to strength with Martha at the helm.Scotland is extremely active and well supported by agroup of enthusiastic members.

We continue to be overawed at the number of volun-teers who give so generously of their time, intelli-gence and wisdom to help the AC UK develop itsofferings. There are now over 200 such volunteersrunning events, helping with media work, assessingour accreditation applications and being involved atmany levels in the day to day workings of theAssociation. The majority of our events are nowheld outside London and this demonstrates the waythat members have been able to create networks andput on events in many different locations. Between2002 and 2004 all our events were London based butnow less than a third are and this is down to memberscreating local based branches. If you have some timeand energy and would like to make a contribution to

the Association do let usknow.

The AC is well on theway to getting the newwebsite put in place.When it is, this will allowfor many activities thatare difficult to put on now. There will be more pod-casts; web based training events and a clearer offer-ing when it comes to resources and information. I,for one, can’t wait. The AC UK is working closelywith theAC to ensure that we create the best offeringpossible.

Last month you will have received a membershipsurvey and we hope that you were able to find thetime to let us have your views. We are a membershiporganization and therefore need to know from themembership what we do well and what you wantmore of. More importantly, we also need to knowwhat you believe we are not doing that you want usto do or are not doing as well as you think we could.We are only too well aware that communication isthe key to ensuring that you, the membership, arefully involved and cognizant of what we are doing.This is your Association. Our aim is to ensure thatyou feel involved and see theAssociation as meetingyour needs. We know we cannot please all of thepeople all of the time but with your help and guid-ance we hope we can please most of the people mostof the time.

Many coaches have come forward wanting us toassist with training in marketing related aspects inrelation to building a coaching practice and ourEvents Team has listened to your requests and isworking towards providing such offerings.

Members may not be aware but the AC UK is amember of the “Roundtable” where all the UK pro-

Chair’s ReportBy Gladeana McMahon



16

AC UK Chair Report


fessional coaching bodies meet to discuss areas ofcommon concern aiming to work collaboratively onprojects of mutual interest. Currently, we are consid-ering our individual accreditation offerings as well ascoaching supervision. Our aim, where possible, is toensure that the coaching profession seeks the beststandards possible and eases some of the confusionthat has been flagged up by purchasers of coachingwhether corporate or individual clients.

Since the AC went global and AC UK and ACIreland came into being as individual entities somemembers have been confused about how we worktogether as one coaching association. Therefore,

Katherine Tulpa, CEO of the AC and I have beeninterviewed by Nick Thorogood, one of our UKAdvisory Panel and CEO of the UK Food Channel toexplain our offerings and answer questions thatmembers may have. We appreciate the many ques-tions and comments we had from members and haveanswered as many of them as possible in the inter-view. It is now available as a podcast at theAC web-site athttp://www.associationforcoaching.com/pub/cpd_podcasts.htm#apm1_2

Have a wonderful summerGladeana McMahonChair Association for Coaching UK


Meet your council members.

Each edition we will be featuring members of the coun-cil so you can get to know who represents you. This timeit is Amanda Bouch the Vice Chair for the Associationand Gladeana McMahon our Chair.

Amanda Bouch, MBAHMACVice Chair ACUK

Amanda is an Accredited Coach with AC and joined theCouncil in 2003 as Head of OrganisationalDevelopment, promoting coaching to organisations. Sheloves being at the heart of the AC with its dynamic andvalues-driven ethic and working to spread the reach ofthe ACUK for the benefit of coaches.

Amanda’s passion is for learning and change, specialis-

ing in helping leaders develop their authentic style andin creating positive learning cultures in organisations.She is currently active in leadership and managementdevelopment, in organisational development and changeand in facilitating teams to develop customer-centredstrategy as well as providing training in strategy andchange. She has been working in people developmentand organisational change for 20 years, having startedher working career in marketing. Amanda speaks andwrites on leadership and management topics and is cur-rently editing a book on implementing coaching inorganisations, due to be published this summer.

Gladeana McMahonChair ACUK

Gladeana McMahon, the AC UK’s Chair, is consideredone of the leading personal development and transfor-mational coaches in the UK. She has been instrumentalwith helping to grow the Association for Coaching overthe years, and now holds the positions of Fellow andVice President. She is also a Fellow of the BACP, TheInstitute of Management Studies and The Royal Societyof Arts. Gladeana is widely published with some 16 pop-ular and academic books on Coaching and Counselling.An innovator, Gladeana is one of the UK founders ofCognitive Behavioural Coaching and currently works asDirector, Professional Coaching Standards for CedarTalent Management and is Co-Director of the Centre forCoaching and Centre for Stress Management as well asrunning her own Associate team under the banner ofGladeana McMahon Associates.

Amanda Bouch Gladeana McMahon

http://www.associationforcoaching.com/pub/


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18

AC Global Update


Firstly, I would like to thank AnneArcher, the editorof the AC UK Bulletin, for offering the AC GlobalTeam a column in each quarterly edition. Over timewe will also be producing an AC Global Bulletin,however until such time, we will do our best to keepboth the local and global coaching communitiesupdated on key developments and focus areas acrosstheAssociation for Coaching. We hope you will findthis useful, and as always, please do feel free to pro-vide us with any feedback – what hits the mark andwhat doesn’t! The AC continues to be an inclusiveand members/market focused organization; as weexpand internationally, it will be vital to not losesight of this.

A good place to start is by sharing the revisedPurpose andVision for theAssociation for Coaching,which we believe reflects where we are now at as anorganization, at this stage of our vibrant, evolvingprofession.

Purpose

“To inspire and champion coaching excellence, bybeing proactive, collaborative and purposeful, sothat we advance the coaching profession and makea positive, lasting difference in the world.”

- Association for Coaching® 2010

Vision

• To bring together a professional coaching commu-nity, both on a local and global scale, where there issufficient need and potential for coaching.• To align or partner with individuals and organisa-tions whose purpose and aspirations align with ourown, bringing coaching deeper into business andsociety.• To establish vibrant, energising and knowledge richonline and offline learning environments, to sup-port the profession’s sustainable growth and devel-

opment.• To position the AC atthe leading edge of theprofession’s growth,becoming the coachingcommunity of choicefor personal/profession-al coaches, organisa-tions and corporations involved in the profession.• To grow and retain an international membershipbase of a minimum of 25,000 ; one that is engagedand there is perceived added value.

In terms of how we work towards the Vision, belowI share the key Strategic Focus Areas the GlobalTeam has set for the next 18 months.

Strategic Focus Areas (July 2010 – December 2011)

1. Region/Country Expansion2. Build Systems & Infrastructure3. Develop and Evolve Universal Schemes4. Innovation – Thought Leadership5. Promote Coaching Excellence6. Operational Excellence7. Inspire and Develop People/ Capability8. Devise Revenue Streams

The above focus areas have been informed by listen-ing to what our members’ needs are, and what wefeel we need to do to grow the Association forCoaching proactively. An example of what we havedone around the first three areas - in collaborationwith the regions/local countries - is summarisedbelow.

Region/Country Expansion - The Global Teamhave now developed a 4 -staged process for expan-sion. The first stage involves setting up a local ACcommunity. Currently this is being started in China,India, Eastern Europe,Asia-Pacific, and the UAE. In

Global UpdateBy Katherine Tulpa, CEO, Association for Coaching



Europe, theACwill be running twoGlobal Coachingseminars; one in Amsterdam in September, and theother in Germany in December, featuring PhilippeRosinski as a keynote speaker.

Build Systems and Infrastructure – following anin-depth needs analysis of our current and futureIT/Web requirements, theAC has recently appointeda partner to develop a robust technology platform.This will include a new modern website, with a newlook and feel, as well as greater automation, easiernavigation, customized ‘micro-sites’ for local coun-tries, and AC TV, amongst other features.

Develop and Evolve Universal Schemes – overthe past 12 months we have been developing the new3 - tiered Coach and Executive Coach AccreditationSchemes, which will go into effect in October, 2010.

The schemes were designed with inputfrom Coaches, Training/Coach Providers and Buyersof Coaching. So far there is high interest in the newscheme, with over 20 assessors being trained up inJuly to prepare for the uptake.

Wewill certainly report on what we are doing aroundthe other Strategic Focus Areas in future Bulletins.Stay tuned, too, in July for a communication whichshows the findings from the recent global member’ssurvey. We are pleased it shows that more than 90%of you are actively recommending the AC!

On that note, I would like to thank you for your con-tinued support. Let’s continue, together, to raise thebar, and to inspire and champion excellence acrossthe coaching profession. For further questions,comments or information, please do email us [email protected]


AC Global Update


AC UK’S COMMUNICATIONS & MARKETING TEAMIS LOOKING FOR NEW RECRUITS!

This is an exciting time for the AC UK. If youfancy volunteering some of your time to helpraise theAC’s profile in the UK, why not consid-er joining the Communications and Marketingteam? We need some new members to join ourdynamic team and help us to promote some of theexciting new developments that are coming up infresh and innovative ways. We’re looking forvolunteers who would be interested in helping usin the following areas:

Social MediaDo you have expertise in the use of social media?We need to develop our profile in this arena. Wealready have a presence but we need to expand it.This is your opportunity to put your ideas intopractice and helpACUK be at the forefront of thesocial media world.

MarketingDeveloping our presence across all media outlets

provides greater opportunities for marketing theAC UK brand. If you have a marketing back-ground and are interested in promoting the AC,you can help us and at the same time developyour own contacts.

PRDo you have good PR contacts? Would you liketo help build our relationships with the press?Wealready have a good contacts base but we’realways keen to expand it and look at new and dif-ferent ideas about raising our profile in the press.

If you are interested in any of these opportunities,please contact Gill Smith [email protected] or AnnabelHarper [email protected] ifyou’d like to discuss them in more detail. Tell ushow many hours you can volunteer and whyyou’re interested in joining the team!





20

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Tool Box

21The Bulletin of the Association for Coaching • June 2010 • Issue 1 • www.associationforcoaching.com

Introduction

Through our work with a numberof professional coaches we havecome to understand that mostcoaches seek help to communi-cate clearly and precisely to cus-

tomers the various different types of coachingtechniques they use to clients and non-coaches.Having spent many hours attempting to describewhat coaching is and what it can do, as well assearching for the ultimate description of whatcoaching means and been disappointed with whatwas available, we decided a simple, clear and con-cise tool to classify coaching was needed.

The Leahy-Dockerill Taxonomy is a portable defi-nition of the 10 types of coaching our research sug-gests currently exists. It explains how these vari-ous types of coaching differ from each other and iswritten with both the coach and the client in mind.

When we first began to compare the different typesof coaching available, we were simply attemptingto explain to ourselves what it was we understood.As the process progressed, a natural split emergedbetween two key areas of coaching; 1,business/corporate and 2, personal. A distinction,which looking back now seems obvious, but at thetime did not appear to have been highlighted in anyof the text books we read. This distinction arosesimply because the people we canvassed were nat-urally defining themselves as being either one, orthe other.

However, it soon became clear the two broad cate-gories needed to be divided into sub-sections, asthey were becoming far too unwieldy as they

stood. This took us some time and proved to be adifficult task, especially with some of the coachingapproaches we latterly categorized as SolutionsFocused/ Therapeutic.

Using the Leahy-Dockerill Taxonomy as part of amarketing process means customers understandwhat it is they’re buying and can becomeimmersed in their decision to buy, ask pertinentquestions and find the right coach.

Leahy-Dockerill CoachingTaxonomy © 2009

BUSINESS/ CORPORATE

1. Behavioural-PerformanceDevelops organisations and individuals withinorganisations. Using the GROW model (Goal,Reality, Options, Wrap-up) along with inquiry,reflection, discussion, facilitation, feedback andguidance.

2. Cross Cultural CoachingLooks at culture and cultural assumptions.Develops awareness of diversity at organisationaland national levels to encourage change andimprove performance.

3. ExecutiveImproves professional performance, personal satis-faction and the effectiveness of the client’s organi-

Your Coaching Toolbox:Defining CoachingBy Shirley Dockerill and VincentLeahy


Shirley Dockerill Vincent Leahy


22

Tool Box

The Bulletin of the Association for Coaching • June 2010 • Issue 1 • www.associationforcoaching.com

sation. Helps managers and leaders develop andachieve an identified set of goals.

4. Specialist/ TechnicalFocuses on a specific technical area. Developsskills, knowledge, confidence and awareness inthese are as. Examples include, but are not limitedto: marketing, stress, health, music, conflict,Human Resource Management (HRM), communi-cation, career, academic, etc .

5. Neuro-Linguistic ProgrammingCreates an awareness of the links betweenthoughts, communication, behaviour and emo-tions. Using models of excellence; new ways tothink, communicate and behave are formed.

6. TeamWorks with teams to define goals, improve per-formance, facilitate discussions and reflect .Highlights processes with the aim of enabling self-coaching and teams to function effectively.

PERSONAL

7. Solutions Focused/ TherapeuticFacilitates personal growth and change through theapplication of one or more specific approaches.Uses a specific approach, e.g. CognitiveBehaviour, Gestalt, Positive Psychology, CleanLanguage, Ontological, Eclectic, to identify andconstruct solutions to personal issues.

8. Life/ HealthHelps clients move towards life decisions whichreflect their personal values and priorities. Useskey areas of change to determine and achieve per-sonal goals, empowerment and more fulfillingand/or healthier lives.

9. Transpersonal-HolisticUsing a combination of mind, body and soul, iden-tifies links between individuals, families, commu-nities and organisations. Connects an individual'spersonal growth, higher ideals, spirituality and

ethics to the larger whole.

10. SportsImproves an individual’s sporting performance.Focuses on physical and technical sporting skills,as well as the psychological factors associated withsporting success.

An example of how complicated it was decidingupon definitions can be illustrated by our attemptto place, ‘Stress Coaching’ within the Taxonomy.Stress coaching has previously been categorized asa quite separate and distinct area of coaching.However, because stress can be alleviated throughthe use of a number of different types of therapies,or by applying a curative process (e.g. CognitiveBehavioural Therapy [CBT], hypnotherapy, or aro-matherapy), we decided it did not need to bedefined as a singular and specific coachingapproach and is therefore included in theSpecialist/ Technical (4) area. We also decided notto include stress coaching within the Therapeutic(7) area because we consider Therapeutic to be theapplication of a curative process approach, appliedto specific ailments and/or problems.

Conclusion

For us, creating the Leahy-Dockerill CoachingTaxonomy was essential. If we are to market ourcoaching services successfully it is vital we areable to define exactly what it is we do. We alsobelieve as coaching gains a higher profile it isessential for coaches to control the coaching defi-nitions which sit within the minds of our clientsand potential customers.

We also believe by sharing our Taxonomy we canpromote various discussions within the industry.For example, “What do we do as coaches?” and,“How does each one of us differ from the other?”For us this is preferable to the current situation ofa definition-deficit and endless duplication ofgeneric coaching services.




Tool Box


Finally, as coaching increasingly develops from anartisan model into a far more professional offering,we posit coaches will have to define themselvesclearly. The benefits of being able to do this aretwofold:

It will enable the coach to understand theirstrengths and weaknesses and thus be better able tocreate effective marketing communications, aswell as knowing if they can meet the needs of eachcustomer. It will also allow customers to articulate

their needs, ask for them and then expect them tobe delivered by a coach who is totally aware ofwhat it is they are selling and delivering.

Shirley Dockerill and Vincent Leahy run Act.3Associates, a coaching association based inBahrain. Act.3 promotes, encourages and suppliescoaching, in all its forms, throughout the MiddleEast: www.act3associates.com They can becontacted at:[email protected]@act3associates.com




http://www.act3associates.com


24

Feature


What is transformational coachingas we know it and what is beyond?

Transformational Coaching is an area of coaching tothe far right of the coaching spectrum and one thatour clients are becoming more interested in with theincreasing need for change and transformation inorganisations and in society as a whole.

Robert Hargrove, author of Masterful Coachingdescribes transformational coaching at its next levelas:

Transformational Coaching now seeksto go beyond helping people performbetter- coaching for incrementalimprovement (single-loop learning) togetting to the source of people'sbehaviour and altering their frames ofreference- coaching people to learn todo new things (double-loop learning)and ways of being- transforming whopeople are (triple-loop learning).In order to survive and thrive as we come out of thecurrent crisis we are finding that organisations needto be able to transform to meet the ever changingneeds of their environment. Hence a new breed ofvisionary leader is emerging; we call these leadersConnective Leaders. These leaders are capable ofidentifying a bigger purpose or vision and embarkingon their own transformational journey to bring that tofruition. As coaches our role is to support leaders on

their journeys and this requires us to meet them thereand go through our own transformation to develop adifferent way of being with our clients.

“It’s time for coaches to stop playingsmall and to rise to the challenges,opportunities and urgent needs thatthe global crisis presents.”—Sir John Whitmore ICF Global DifferenceConference 2008

In our opinion this shift in the needs of our clients isbringing with it an evolution in the transformationalcoaching sector of our market. Our response to thisis Connective Coaching – coaching at the quantumlevel. At Connectiveness we’ve developed a uniquecombination of powerful tools and techniques toenable coaches to access their inspiration, passionand vision, to be fully present, in flow and aware – inshort a different way of being. From there they cantap into their full transformational potential and thatof their clients.

So what is the context for thisgreater need for transformation?

In the Western World, in our opinion, we are in theprocess of transitioning from the industrial revolu-tion paradigm which is about individual greed;

Connective Coaching –using the power ofQuantum IntelligenceBy Sue Coyne and Penny Mallinson ofConnectiveness Ltd


Sue Coyne Penny Mallinson


Feature

3The Bulletin of the Association for Coaching • June 2010 • Issue 1 • www.associationforcoaching.com 25

growth and man dominating nature, to a new para-digm about health and wholeness, communication,community and creation. It is important that wemake this transition as in our view the existing sys-tem is not sustainable economically, ecologically orethically. In this new era, we believe that successfulbusinesses will create environments that are openand dynamic, thus becoming ConnectiveOrganisations.

What does this mean for leaders ofthese organisations?

The new paradigm calls for the transition fromcharismatic, emotionally intelligent leaders to lead-ers who are transformational and who work withquantum intelligence.

Connective Leaders create environments in whichthey engage their people in co-creating the future oftheir organisations. They propel their organisationsto a new level of success that is not defined purely byachieving financial goals but by creating organisa-tions that recognise their responsibility to their peo-ple, the communities in which they operate and to theplanet. These thriving organisations regard them-selves as successful when their people realise theirfull potential and feel fulfilment and as a result cre-ate financial success that secures their future.

Where does Quantum Intelligence(QQ) come into this?

Quantum Intelligence springs from the principles ofQuantum Science. Advances in science, in particu-lar, Quantum Physics have taken some of the mys-tique out of the understanding we have of how ouruniverse works. Key elements of this new under-standing are that everything is inter-connected .andthat everything is made of energy. In terms ofQuantum intelligence, energy (or potential) is con-verted into solid existence or brought into realityonly when we engage with it. Thus we create ourown reality. Our inspiration is motivated by the beliefthat we can bring greater harmony, balance and suc-

cess into our lives; by connecting with our energyfield and using the energy around us to developgreater awareness, to tap into our creativity, visionand passion, to enable the realisation of our ownpotential and establish a connection to the potentialin others. So, by living with this greater awarenessand being connected to the world of energy we havethe ability to access Quantum Intelligence. Thus webecome more aware of the ‘big picture’ for ourselvesand the universe and our place and purpose in it.

What is Connective Coaching?

Connectiveness is dedicated to delivering a widerange of experiential programmes and sessionswhich support coaches in working transformational-ly. Mastery of these accessible techniques allowscoaches to initiate the ripple effect, enabling themand those they connect with to bring transformationto the world of business, organisations and othercommunities. The ripple effect starts with coachesmodelling a different way of being to their clients.So, in our work with coaches we go beyond emotion-al and spiritual intelligence and explore the applica-tion of quantum intelligence to coaching in order tobring about the triple loop learning mentioned in thequote by Robert Hargrove. This means working at alllevels including at the energetic level to bring abouttransformation. Working energetically involves thecoach taking themselves on a journey into the quan-tum world and experiencing themselves and theirclients as a field of potential or energy available forrealisation.

Clients who work with Connective Coaches takeawaymany different experiences which contribute totheir success and impact. These include feeling anenhanced sense of well-being and confidence; find-ing direction and purpose; connecting with theirvision and passion; being fully present and in flow;experiencing their true self and fullest potential andfeeling calm yet energised thus reducing stress lev-els. All of this helps them to be at their best, to havemaximum impact and leads them to live more fulfill-ing lives.




26

Feature


If you are interested in this work you can contact usthrough our website www.connectiveness.co.ukor [email protected].

About Sue Coyne and PennyMallinson

Sue Coyne and Penny Mallinson are experiencedin co-facilitating sessions for both coaches and lead-ers. They bring together extensive business knowl-edge with coaching, facilitation and bodywork skills.

Sue is a practising executive coach and a graduate ofthe Advanced Diploma course at the AoEC. Shecombines Connective Coaching techniques withGestalt and Somatic Cognitive Coaching to suit theneeds of her clients.

Penny has been involved in body and energy workfor 10 years and is an experienced facilitator in thisfield. Following a successful business career she isnow a Director of various NFP’s. She has beeninvolved in the area of self development and educa-tion and is a mentor to executives.

Continued from page 25Some resources you may finduseful

• Can Humankind change the economic myth?W.Edward Stead and Jean Garner Stead, EastTennessee State University, Journal ofOrganizational Change Management, Volume 7No 4, 1994Presence.• Exploring Profound Change in People,Organisations and Society. Peter Senge, C.OttoScharmer, Joseph Jaworski, Betty Sue Flowers• Synchronicity. The Inner Path of Leadership.Joseph Jaworski• Megatrends 2010. The Rise of ConsciousCapitalism. Patricia Adurdene.• Spiral Dynamics. Mastering Values, Leadershipand Change. Don Edward Beck and ChristopherC. Cowan.• Einstein’s Business. Edited by Dawson Church• Sir JohnWhitmore on the role of transformation-al coacheshttp://www.youtube.com/watch?v=_rVAovFLZtw

Quantum Science

• Leadership & the new Science, MargaretWheatley, 1999• Dr Quantum – Quantum Physics Simplifiedhttp://www.youtube.com/watch?v=EpSqrb3VK3c

Quantum Intelligence

Soleira Green writes about this (see her chartbelow)

http://www.youtube.com/watch?v=EpSqrb3VK3c


http://www.connectiveness.co.uk



http://www.youtube.com/watch?v=_rVAovFLZtw

AC UK Special Interest Group

3The Bulletin of the Association for Coaching • June 2010 • Issue 1 • www.associationforcoaching.com 27

What are you passionate about in coaching? Howdo you want to make a difference? What coachingtheme would you like to have the opportunity toshare with like minded people? A SIG may be theanswer!

It was announced at our WM Event that the ACwas looking for members to set up or join aSpecial Interest Group (SIG). The purpose of theSIG is to discuss and share ideas and resources ofa context, issue, theme or topic of relevance tocoaching. With a background in education andpsychology I am passionate about coaching inschools and education. I volunteered for a SIGalong with three others who coincidentally hadthe same interest. I offered to co-ordinate it andthe others were happy to be the three core mem-bers needed to set up a SIG.

The first step was to submit a one page plan ofour focus including what activities we envisagewe would engage in. We then set up the firstmeeting and invited a few more people whowould make a good contribution and be interest-ed in joining the group.

The agenda included introductions and getting toknow each other’s experience and interests, hopesand fears for the SIG, guidelines on data protec-tion and representing the AC, our SIG’s focus andactivities and the format for future meetings. TheSIGs are self funded so we met at my house,which is the most central, and ‘free’ and we start-ed at 5.30 to avoid too many work commitments.

Members come from different professional back-ground and experiences. We had a rich, interest-ing and lively discussion. The time went veryquickly but we were able to draft our missionstatement and a list of potential actions.

To date we have hadthree meetings and have8 members. The meet-ings are very enjoyableand feedback from thegroup is positive. Theatmosphere is support-ive, lively and enthusiastic. We have taken on dif-ferent actions to complete between meetings thatplay to our interest and strengths. One of ourfuture challenges is to run an AC networking andCPD event in October for people who coach ineducation.

We are also researching the provisions and impactof coaching in education. This is where you canhelp! We would appreciate your feedback aboutany coaching you have delivered in education:the organisation; coaching hours; number of peo-ple coached; their roles (students/staff); the aimsof the coaching, and any outcomes (anecdotal,descriptive or measured). We would also appreci-ate your thoughts on how to increase and improvethe delivery and impact of coaching in education.Finally we would appreciate any reference to use-ful research and articles. Please email them to meat [email protected]. We will behappy to feedback to you our overall findings.

I am now the overall lead for the ACUK SIGs. Ifyou are considering setting up your own SIG,please email the AC office to send you the outlineof the SIG [email protected] if you are ready to set one up pleasecontact me by email and I will be happy to sup-port you through the first steps and beyond.

Happy siggingSharon Phillips ACUK SIG LEAD

AC UK Special Interest GroupBy Sharon Phillips






28

Book Review


Cognitive Behavioural Coaching Techniques forDummies provides a very useful handy guide forany new or experienced coach looking to under-stand the principles, models, and processes ofCBC. As with other dummies books, it focuses onthe practical, even though this is underpinned bysolid theory deriving from the work of AaronBeck and Albert Ellis, (founders of CognitiveBehavioural Therapy), stoic philosophy (i.e.,Socratic dialogue), and the more modern schoolsof positive psychology and solution-focusedcoaching.

As an executive coach who is qualified inCognitive Behavioural Coaching (CBC), I foundthe book a very useful refresher; in particular thefirst section on questioning methods, tacklingthinking errors, gaining perspectives, and evalu-ating what drives you, clearly illustrated, withplenty of examples, especially under “Chapter 2 -the Basics of CBC.”

In the second section, the author then goes on toidentify the elements for setting up CBC coachingsessions with clients, which will appeal more tofirst time coaches. These include areas such as theset-up (i.e., confidentiality, aims and scope, com-municating the benefits, measuring the outcomes,etc.) through to self-management, the CBCprocess, and managing setback and obstacles.

Again, these subsequent chapters are clearly sup-ported by a number of tips, models, and case stud-ies – a simple, yet effective “how to” guide. Fornew coaches who are looking for structure andkey aspects for running a CBC session, there areplenty of insights here that the author so gener-

ously shares.

In the third section of the book, the scope is thenbroadened, encouraging ways for the coach andthe client to work further through possibilities,limitations and changes in a more holistic way.Some of the techniques used here are brainstorm-ing, along with visualisation and imagery. Thereare also chapters for the manager as coach,including ways to give feedback and address per-formance issues, for instance, using the ABCDEmodel.

It is in this third section, although CBC is men-tioned, that it seems to lose its focus in places.This may be due to covering too much ground, orwith the added challenge of appealing to the man-ager coaches, as well.

In saying that, the fourth section of the bookcomes back strong, especially the final threechapters which provide a whole host of ideas andexercises for developing a positive focus, accept-ing you’re human, and developing confidence. Icertainly took away a few personal tips, as well asonce to use with clients during these challengingeconomic times.

This is then followed by a very handy appendix,full of useful contacts, websites, and books whowant to take the learning from this book further.In summary, Cognitive Behavioural CoachingTechniques for Dummies was a pleasure to read,and one I would recommend especially for coach-es in the earlier part of their career.

- Katherine Tulpa

Cognitive Behavioural Coaching Techniques forDummies(Helen Whitten, ISBN 978-0-470-71379-2, John Wiley & Sons, 2009;paperback, £15.99)


Book Review


“This is a book about outliers, about men andwomen who do things that are out of theordinary“ page 17

It is of course Malcolm Gladwell’s skill in tellingstories that makes his books so successful. Heopens OUTLIERS with the kind of sentence thatimmediately lets you know that your imaginationas well as your intellect is going to be fullyengaged. We are taken to “Roseto Valfortore onehundred miles south east of Rome” and later whenwe arrive at the new Roseto in Pennsylvania USA,and are introduced to the physician Stewart Wolfand sociologist John Bruhn’s study into why thiscommunity is out of the ordinary (an outlier), wecan see, hear, touch and smell their way of life. “Iremember going to Roseto for the first time andyou’d see three generational family meals, all thebakeries, the people walking up and down thestreet, sitting on their porches talking to eachother...it was magical” (page 10).

It is then that you can appreciate another of hisskills. He selects his research and then describeswhat Stephen Wolf (for example) expected to findin Roseto, what he actually found, and the mean-ing he then made from those findings. Step bystep we follow the same journey – we becomeaware of our opening beliefs or assumptions,examine these against the evidence, and look atthe possible alternative explanations. Severaltimes he tells a story and then retells it with addi-tional information to highlight what we havetaken as true or for granted in our “rags to riches”anecdotes of individual success. This happens forthe last time, and I liked it as a way to close the

book, in the final chapter when he covers his ownfamily history and tells the story of his grand-mother Daisy Nation.

His objective is to change the way we think aboutsuccess – to look beyond the men and womenwho do things that are out of the ordinary for thehidden advantages, extraordinary opportunitiesand cultural legacies that enabled these individu-als to learn and work hard and make sense of theworld in a way that others could not (page19). Hewants us to look beyond the individual and theirtalents.

Therefore through his story telling we are shown:

• The Hidden Advantages...of being born in theright era or even the optimum month (if youwant for example to play junior hockey inCanada) to be selected and noticed as talented

• The Extraordinary Opportunities...that trulydistinguish the histories of individuals such asOppenheimer, or the Microsoft friends BillGates and Paul Allen, or groups like the Beatles

• The Cultural Legacies...which stay with useven when the economic, cultural, and socialconditions that spawned them have vanishedgenerations ago and are well in the past

For those of us with an interest in, or even respon-sibility for the development of talent in organisa-tions there is a question at the heart of this book:what would happen if we took control of themachinery of achievement?

Title: OUTLIERSThe STORY of SUCCESS

Author: Malcolm GladwellAlso of the Tipping Point and Blink

Publisher: Paperback version - PenguinISBN: 978-0-141-03625-0Reviewer: Liz Buckle


AC Bulletin, July 2010

Documents

Transcript of AC Bulletin, July 2010