Gather your Team. Timing depends on the size fo your team.
Ask each member for the team to write down what they appreciate in at least 3 of their colleagues. Stand in circle, each member the team receives one by one their colleagues words, fully tasting their flavour, in silence.
Same process, starting with “in 2023, I invite you to increase…”
Same process, writing what they appreciate in the Team. One by one, stick the Post-Its on a board, reading out loud their words.
In the remaining time : How are you going to settle together what has emerged for the Team ?
Settle down with several sheets of paper and a pen -material details are important, because they stimulate better brain connections !- Start a timer for 20 minutes. Write, on the front of the sheets, continuously, in the flow, -without re-reading or correcting-, starting by ” In 2022, I celebrate…” When timer rings, just finish your sentence. Then, during 1 minute, close your eyes, connect to you inner feeling, the circle the 3 most important words to you.
Same process, starting by “In 2023, I wish…” In 1 minute, connect to you inner feeling, and circle the 3 emerging words
In 1 minute, write down a sentence with the 6 circled words.
In the remaining time : How are you going to settle what has emerged ?
Settle down with a sheet of paper and a pen -material details are important, because they stimulate better brain connections !- Start a timer for 4 minutes.
Write, continuously, in the flow, -without re-reading or correcting-, starting by ” In 2022, I celebrate…” When timer rings, just finish your sentence. Then, during 1 minute, close your eyes, connect to you inner feeling, the circle the 3 most important words to you.
Same process, starting by “In 2023, I wish…” In 30 seconds, connect to you inner feeling, and circle the 3 emerging words
In 30 seconds, write down a sentence with the 6 circled words. Keep this sentence thought 2023, up to the next 10 minutes you will offer your self.
This reality is absolutely fundamental. The tools of the coaches are also essential. However, it is mainly the way they are used that has an impact. And the variety available to the coach, allows to get out of the adage “for a hammer, everything is nail”.
Thus, the competency frameworks of professional coaches make it possible to evaluate skills on explicit and sharedcriteria. They are also benchmarks that allow the coach to measure his progress in his professionalization and his ability to accompany coaching situations of increasing complexity. These abilities of the coach are also related to his own development, in the sense of adult development.
The two professional associations of coaches ICF and EMCC have written standards, which, if they present differences, are also very consistent. In addition, the ICF standard was rewritten in 2020, in order to be in better adequacy with the results of the research conducted by the association.
Are you a coach? How do you appropriate these skills, to live them on a daily basis?
Are you a coaching client or buyer? How do these skills resonate in your choice?
LinkedIn profiles are full of terms describing the skills of Coaches, and this is good news: the profession works to ensure that its members, working according to the rules of the art, are recognizable.
However, the terms used do not always mean the same thing, according to the source. Here are synoptic illustrations to find your way around quickly.
The next article will detail the 8 key competences.
The professional development criteria are for ICF the number of hours of training, the number of hours of coaching, and for EMCC, the number of hours of coaching, the number of clients, years of experience. As can be seen in the synoptic illustrations, the thresholds for passing from one stage to another differ. However, they participate in the visibility of measurable elements of the coach’s development.
The challenge of the profession today is to link even better measurable elements to the maturity of the coach.
A previous article took stock of the choice of coach, from the point of view of the beneficiary of the coaching. Here, we wonder about the choice of coach, from the point of view of the buyer of coaching.
The buyer is for example a human resources manager, a department/company director who has the related budget, a training manager, who builds a training course, including coaching.
Faced with an identified coaching need, how to choose the coach(s)? So that their service corresponds to the needs of the company?
To take a parallel, when you buy a yogurt, you expect a product of standardized composition and that has been kept in compliance with the cold chain. What about coaching?
What are the rules of the game of the professional coaching profession?
Professional coaching is a self-regulating profession. Advantage : it is responsible for its own benchmarks and its dynamism and evolutions are correlated with the market. Disadvantage : the repositories are multiple and it can be difficult to navigate.
The purpose of this article is to clarify the terms used and what they correspond to. It clarifies the two main references of the professional coaching profession: that of the International Coach Federation ICF and that of the European Mentoring and Coaching Council EMCC.
The ICF and EMCC Associations in numbers
EMCC was founded in 1992. It has in France 22 foundation practitioners, 115 practitioners, 45 seniors, 10 master’s degrees. And worldwide 190 foundation, 825 practitioner, 979 senior, 90 master.
ICF was founded in 1995. It has in France 334 ACC coaches, 403 PCC coaches, 49 MCC coaches. And worldwide 14,770 ACC coaches, 14,536 PCC coaches, 1,565 MCC coaches.
NB: these figures are those recorded on the day of writing the article on the directories of the two federations.
These two associations work together to develop the professionalization of coaches, via quality training -independent, delivered by organizations whose mission it is-, and processes of labeling the maturities of coaches, through their professional development.
For this, each association has its own criteria and levels required.
However, the logic is the same:
support professional development, through coach training and supervision
give explicit quality benchmarks for coaching buyers : skills are observed in the field, by qualified people independent of training schools
Be careful, the RNCP, a system of qualification of training on french territory only blurs the understanding, because it uses terms identical to international standards, but with different contents, such as that of “professional coach” or “certification” -see the diagram-.
The indicators of professional development or “stages” are 3 at ICF, and 4 at EMCC. Certificates and accreditations are renewable for 3 years for ICF and 5 years for EMCC. These elements will be detailed in future articles:
What happens in your body and brain when you go through the meetings?
This illustration shows the stress levels measured by the intensity of beta waves in the brain.
The first line shows what happens when you move from one meeting to another.
The second line shows what happens with a small pause between each meeting.
Concretely, in the first case, the subject moves from one meeting to another without interruption. His body and brain are in constant activity, and the level of stress accumulates.
In the second configuration, there are brief breaks between meetings. There is alternation of the phases of activation, and slowdown and recovery.
What do you think is the state of energy of the person at the end of the day in each case?
What configuration are you in? On the scale of the day, the week, the month, the year?
What are your routines between meetings? How do you pay attention to yourself?
One of the tools I use makes it possible to make objective measurements of how your body spontaneously manages these alternations, in different situations of stimulation and return to calm. A way to discover yourself exciting for all the customers I have supported until today in this proposal 😉
If you’re curious about more, let’s take a moment to discuss it.
This question comes up regularly, both on social networks and in discussions in companies or networks.
And that's an essential question!
This decision-making has a stake, that of the benefits that the coachee will be able to obtain from his commitment to a coaching course. The benefits of coaching are also spread throughout the company, in particular thanks to a coaching phasing, the rule of the art of the profession.
Several approaches of choice can be considered, as well as their combinations.
A professional certified by an independent body
When you buy a yogurt, it seems normal to have a guarantee as to its freshness, the continuity of the cold chain and its composition. Well, this could be a metaphor for a coaching purchase!
In France, official professional bodies certify professional coaches independently (without also being training organisations): ICF and EMCC.
The certification aims to assess:
the initial and continuing training of the coach, in particular by schools audited and recognized by the profession
reflection on professional practice, via individual or collective supervision
the analysis of the conformity of the practice with regard to a competency framework (attested by the provision of coaching sessions recorded in the initial ICF certification)
the number of hours of coaching practice
Certification renewed every 3 years ICF, 5 years EMCC
ICF-ACC Associate Certified Coach
ICF-PCC Professional Certified Coach
ICF-MCC Master Certified Coach
Stages of expertise
exercise start coaches
35,000 ICF professional coaches in 2021, including 800 in France
hours of coaching training required
hours of coaching practice required
The stages of expertise of the Professional Coach, according to the ICF reference system
A coach with whom you have experienced a session
Trust your intuition too. The relationship of trust is essential to the coaching process. Do a first session or a discovery interview and then determine yourself for a commitment in a coaching course.
A referenced coach
A coach who is recommended to you by your network or who can provide coaching references from former clients.
We often hear about assertiveness, in a professional context or in a personal context. But what does this title cover? And how to assert oneself individually, in a collective functioning, being in a fair balance between the individual point of view and the collective point of view?
Let's start from the heart of self-affirmation: the individual.
Assertiveness can also be called assertiveness.It is a posture in which we take a position, in front of a group, in front of a system. In this posture, we are neither in aggressiveness, nor in flight, nor in manipulation.
Let's take an example.
You are attending a meeting that starts late. This does not suit you because you have a lot of files to deal with and no time to waste. If you adopt a posture of aggressiveness, you could, for example, blow, sigh, ostensibly look at your watch, strongly reproach the organizer of the meeting for its delay. If you adopt a manipulative posture, you can proclaim out loud "Yes usually with such and such meetings are late…If you adopt a flight posture, you don't say anything, you attend the meeting and you do something else during the meeting, such as checking your emails or processing your files on your computer or smartphone.
What would then be an assertive reaction?
It could be to simply say that the delay of the meeting upsets you, because you have other important topics to deal with. You can also come up with a solution that would be good for you and others.
What makes it sometimes difficult to assert oneself?
There are many parameters. First of all, there are educational and cultural parameters but also parameters that are more related to the moment, such as the level of serenity or stress in which you find yourself. The atmosphere of the group in which you are is also a parameter that will vary your spontaneous affirmation. The cultural or educational side makes us integrate a number of values. If throughout your childhood you learned that being late was not allowed at all, you may be very responsive in the situation of a meeting that starts late. If, on the contrary, you have learned to manage hazards, you will immediately have a much more flexible posture. In addition to the question of your values, which are personal, the emotional state in which you are, at the start of the meeting, also has an impact. If you arrive in a relaxed state, there is more chance that a meeting delay will not affect you or little. If you arrive in a stressed state, especially by questions of deadline on your other topics, the delay of the meeting is likely to upset you. Finally, in a group with "strong personalities" it can be more difficult to assert oneself.
So how to improve your assertiveness or assertiveness?
It should be noted that, culturally, women are more often encouraged to take care of others, and therefore to put their needs after those of those around them. Assertiveness, or even impostrix syndrome, is therefore more frequently a subject of personal development. The very first step of assertiveness is to become aware of what is at stake for oneself and for the group: the values that can be achieved, the emotional state that can be heckled, a particular group composition. In short, take stock of its internal compass. Then, in a second step, express in a calm and calm way what we really want. For example, using turns of phrase such as: It is important for me to…, I need…, I would like…, etc.
How to progress?
Start by identifying the topics that usually make you react. Try to understand what is affected in your home. And, every day, practice trying to overcome this automatic posture, in order to develop another more adaptive posture, which will help you to be more comfortable in your group interactions and to deploy your leadership, have more impact, less suffer situations while taking others into account.
Leadership Mapping clarifies your resources as a leader, or co-leader of a team.
And to define axes of development of the selected resources.
As a team of co-leaders, it makes it possible to clarify the state of skills at the team level and to define the axes of individual and collective development.
In other words, Leadership mapping makes it possible to take stock of one’s leadership style, and to define one’s development axes, individual and team (team co-leaders, Management Committee, Change and Transformation Leaders…)
It makes it possible to make an inventory of:
emotional anchoring, including the relationship to oneself, to one’s emotions
cognitive agility, including risk-taking, adaptation to change, creativity
authentic relationships, including empathy, conflict resolution, the ability to federate, to share one’s vision
Those data, are measured individually and compiled in a Group Cartography, assessing the team state. From those data the Team is supported to co-design their new strategies and actions to reach their goals.
Leadership mapping is useful when an individual is questioning the development of his leadership, especially in an evolution of his managerial responsibilities.
It is also valuable for co-leaders, who want to develop their managerial consistency.
Leadership Mapping is an individual document, including the skills measured, according to the World Health Organization model -see below-. These results are presented and linked to the person’s situation and coaching objectives, during the 2-hour individual restitution session.
For a team of co-leaders of at least 7 people, a Group Leadership Mapping will reveal the dynamics within the team and work from it.
Leadership Mapping, is processed individually online via a mix of questions and serious games, that simulate complex situations for the brain. Two types of situations are proposed to measure data in terms of thoughts and games actions.
The test consists of 10 serious games and 7 quizzes, it lasts 45 to 60 minutes. It is recommended to pass it in 2 or 3 phases, on a computer -excluding tablets and smartphones-.
The WHO has produced a complete competency framework on 3 axes: emotional grounding, cognitive agility and authentic relationships.