Listening to the Coaching Consumer. Criteria for professional coach selection. Alla Kazajeva ICF EMEA Regional Development Manager

Transcription

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2 Listening to the Coaching Consumer. Criteria for professional coach selection. Alla Kazajeva ICF EMEA Regional Development Manager

3 Today s Presentation - ICF Research: How aware of professional coaching is the general public? - What criteria do organizations need to consider when selecting a professional coach? - The perceived importance of coaching credentials. - What consumers think about the importance of their coach being Credentialed?

4 About ICF Pioneers in the development of global standards for professional coaching, core competencies, ethics and industry research Independent credentialing and training program accreditation body Professional development and network-building opportunities for coaches Provide organizations access to credentialed coaches around the world

5 ICF by Numbers 30,000+ members in 140+ countries More than 130 Chapters in more than 70 countries. Data as of September 1, 2018

6 ICF by Numbers Credential Holders September 1, 2018 Associate Certified Coach (ACC); 15,188 Professional Certified Coach (PCC); 9,172 Master Certified Coach (MCC ,188/ 119 countries

7 2017 ICF Global Consumer Awareness Study Who took part? Across 30 Countries Online Panel Methodology 27,134 completed surveys Offered in 17 languages

8 Profile of respondents Key demographics Age % Gender 50% 50% % 32% % Male Female Over 72 4%

9 Generational breakdown 4% Generation Z/ The Generation Homeland Generation Z Millennials 30% 32% 31% 4% Generation X Baby Boomers Greatest / Silent Generations present - present Pre 1945 Aged 20 or younger Young Millennials: Core Millennials: Mature Millennials: Aged Aged Aged 72 +

10 Coaching Awareness and Engagement 2017 ICF Global Consumer Awareness Study

11 High-level benchmarking indicators The arc of experience Aware of coaching Participated in coaching relationship of whom Satisfied with coaching experience 31% 66% Overall Base 2017: 27,134 Overall Base 2017: 27,134 Includes both those being coached and those delivering the coaching 88% Overall Base 2017: 7,971

12 Participation in coaching and potential barriers (People who ARE aware of professional coaching but have not participated in coaching engagement) Would you ever consider participating as the person who is being coached? 43% % No 4... Why Not? 32% 26% 36% 24% 30% 15% 16% Yes - As the person being coached Yes - As the person who gives the I am at a time of my life where coaching is not important I can't afford coaching I do not need coaching I do not believe there is evidence that coaching works Overall Millennials

13 Barriers to participating in coaching The Millennial Focus (People who ARE aware of professional coaching but have not participated in a coaching engagement) 40% 43% 26% 35% 33% 24% 31% 30% 26% 33% 33% 30% 15% 17% 14% 15% I cannot afford coaching I do not need coaching I am at a time in my life where coaching is not important Overall Millennials - Young Millennials - Core Millennials - Mature I do not believe there is evidence that coaching works

14 Awareness of the coaching certification / credential Did your coach hold any specific certification /credential to a professional organization? Unsure 23% No 17% Yes 60%

15 And it s all about the credentials no matter who you are How important is it for a coach to have a certification/credential? Respondents with Coaching Experience Respondents without Coaching Experience Neihter important or not important, 13% Not very important, 3% Not important at all,1% Very important, 40% Important Neither important or not important, 17% Not very important, 5% Very important, 35% Not important at all, 2% Important, 43% Important, 41%

16 Listening to the Coaching Consumer What criteria organizations use selecting an external coach

17 Which coach attributes influence purchasers? Critical considerations: Coach s confidence (96%) Coach s personal rapport with client (96%) Usually Considered: Coach s level of coach-specific training (89%) Coach s ability to explain the coaching process (83%) Coach s personal referrals (79%) Coach s credential or certification (77%) (%) Clients considered this attribute important during hiring process 2009 ICF Global Coaching Client Study

18 ICF Credential Process Complete Training Hours Collect hours of coaching 10 Hours of mentor coaching Observation of coaching (recordings) Coaching Knowledge Assessment Upgrade and/or Renewable every 3 years

19 ICF Credential coaches Associate Certified Coach (ACC) Professional Certified (PCC) Master Certified Coach (MCC) Experienced coach Professional coach Master coach Coach-specific training hours Coaching experience (hours)

20 Certifications/credentials impact consumer satisfaction and advocacy Satisfaction: Respondents Very Satisfied with coaching experience Advocacy: Respondents Extremely likely to recommend coaching to others 28% Key: 18% 53% Respondents whose coach did NOT hold a certification/credential Respondents whose coach held a certification/credential 36%

21 Certifications/credentials impact Satisfaction with coaching: across the generations 70 Very satisfied (%) with coaching experience Generation Z Millennials - Young Millennials - Core Millennials - Mature Millennials - Total Generation X Baby Boomers Greatest/Silent Generations Overall Among only those respondents who indicated that their coach held a certification/credential

22 Certifications/credentials impact Advocacy for coaching: across the generations Generation Z Millennials - Young Extremely likely (%) to recommend coaching 40 Millennials - Core 38 Millennials - Mature 36 Millennials - Total Generation X Baby Boomers Greatest/Silent Generations 36 Overall Among only those respondents who indicated that their coach held a certification/credential

23 Coaching Impact 2017 ICF Global Consumer Awareness Study

24 Top 5 impacts reported as a result of coaching overall responses Improved Communication Skills Increased selfesteem/self confidence Increased Productivity Optimized individual/ teamwork performance Improved work/life balance 42% 40% 39% 38% 34%

25 Top 5 impacts reported as a result of coaching - by generations Gen. Z Millennials - Young Millennials - Core Millennials - Mature Millennials - Total Gen. X Baby Boomers Greatest/ Silent Gen. Overall Improved communication skills 37% 38% 36% 42% 38% 43% 47% 49% 42% Increased self-esteem/selfconfidence 36% 37% 37% 41% 38% 41% 45% 35% 40% Increased productivity 36% 38% 40% 43% 40% 39% 36% 38% 39% Optimized individual/team work performance 26% 33% 33% 36% 34% 40% 44% 40% 38% Improved work/life balance 25% 34% 36% 36% 35% 35% 32% 28% 34% 25% - 34% of responses 35% - 39% of responses 40% - 49% of responses

26 Key Points Summary Globally, overall awareness of the coaching profession is 66%. This includes consumers who are very or somewhat aware. Credentials/certifications are considered to be very important, among both those who have been coached and those who have not. Reported satisfaction with coaching is higher among individuals whose coach held a credential than those whose coach did not. Millennials were the generation most likely to be aware of coaching, with the Greatest/Silent Generations least likely to be aware. Millennials were the generation most likely to perceive possession of a coaching credential as important or very important, while the Greatest/Silent Generations were least likely to do so.

27 Case Studies

28 ICF International Prism Award Following case studies are 2017 International Prism Award Winner and Honorable Mention Prism recognizes outstanding organizational coaching initiatives that: o Fulfill rigorous professional standards o Address key strategic goals o Shape organizational culture o Yield discernable and measurable positive impacts

29 ICF International Prism Award Observations from nominated coaching cultures: o Ideal mix of coaching modalities can lead to creation of new leadership paradigm o Fostering more collaborative management approach and improving team dynamics o Managers/leaders no longer pressured to know all the answers o Individual contributors more confident and empowered ICF International Prism Award Case Studies

30 Resources

31 Research and Case Studies 2017 Global Consumer Awareness Study Coachfederation.org/consumerstudy Global Coaching Study Coachfederation.org/2016study ICF Global International Prism Award Coachfederation.org/prism

32 Building a Coaching Culture Research In partnership with the Human Capital Institute (HCI): Building a Coaching Culture with Millennial Leaders (2017) Building a Coaching Culture with Managers and Leaders (2016) Building a Coaching Culture for Increased Employee Engagement (2015) Building a Coaching Culture (2014) Coachfederation.org/coachingculture

33 Standards and Credentials Training Program Search Service Coachfederation.org/tpss Credential Requirements Coachfederation.org/credential Credentialed Coach Finder Coachfederation.org/findacoach

34 2365 Harrodsburg Road, Suite A325 Lexington, KY Coachfederation.org

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37 Karl is an expert in transforming leaders and leading transformations. He has an extensive experience is HR leadership and coaching roles. He worked for AXA, British American Tobacco, Ernst & Young and Sappi. He started in HR business partner roles, evolved to senior HR management, to focus on people and organization development. In all these roles, also cultural change management, and coaching have been key-activities. He is Global Community of Practice Leader at ICF. In 2014, Karl decided to become independent coach, author, speaker, facilitator and consultant. He is globally active, in three languages (NL FR ENG). Professional Certified Coach (PCC/ICF), Lominger Leadership Architect 101 & Voices 360, FIRO-B, Insights Discovery, MBTI Step 1&2, TKI, Vlerick Executive Masterclass HRM, KUL Master in Law

38 Pressure Complexity

39 Complexity + + Impotence!

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45 3 big challenges with impotence Total impotence Total Power Excuses Doubts Gigantic Missed Opps. Gigantic Frustrations. Gigantic Waste Of time.

46 Choose for yourself! And for your team! Listening. Empathy. Let go. Temp. Solutions

47 Once upon a time

48 Very frustrating search for management models and literature on continuous change

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50 False hope Carol Kinsey Goman, PhD: managing continuous change Change has, well... changed. is different today it s more like a flood of continuous, overlapping and accelerating transitions that have turned many organizations upside down. Most people and processes are set up for continuity, not chaos. The shift from a change to constant change has upset the status quo we are by nature inclined to defend.

51 No answer On the question how do you manage it? But a lot of suggestions: what you should do from a human perspective For yourself as a teamleader For your team members like giving up the illusion of control, letting go, no more managing but coaching, communicating transparently, giving trust, being resilient, etc How do we deal with it.

52 Impact - +

53 Love/Hate

54 Impact Yourself Your Team The process

55 Yourself SHOW

56 Yourself I desire I will Self coaching questions: Attention For yourself! I think I see I feel

57 Yourself First! Then Not The other way around

58 Your Team Change Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

59 Your Team Change Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

60 Your Team Change Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

61 Your Team Change Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

62 Your Team Change Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

63 Misery Not necessarily

64 Your Team

65 Your Team Unconsciously Competent Unconsciously Competent Consciously Competent Consciously Competent Consciously Incompetent Consciously Incompetent Unconsciously Incompetent Unconsciously Incompetent

66 The process

67 Ending, losing, letting go Comfort and security Familiar people and environments Networks and resources Expected outcomes Power, influence and territory Expertise The neutral zone Fear due to uncertainty Decreasing motivation; less focus than usual Old weaknesses and bad habits, dealt with in the past, rise again Feeling of being overloaded Different signals fly around over the landscape Systems are chaotisch Priorities get confused Information gets communicated wrongly Important tasks are not being done polarisation CREATIVITY + NETWORKING + COLLABORATION The new beginning Need to feel : Who, What, Why, inspiration!

68 Allowing Letting go Empathy Listening Communicate Appreciate Creativity Networking Collaboration How What Why Let feel Inspire

69 Then your team First yourself Towards + Coaching Skills empathy listening with empty head powerful open questions to understand not to solve anything

70 5 huge convictions against coaching. 1. Coaching is something that comes above our normal work. It requires extra time. 2. Coaching is advising. 3. Coaching is dangerous. 4. Asking questions, listening with empathy and without (pre)judice is against nature and a waste of time. 5. Coaching is not in our culture.

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