March e-newsletter

Welcome to the March issue of the newsletter We’re feeling proud as punch, having just picked up an award from the Association for Coaching (AC) for impacting the coaching profession (see News online). Whilst the award has my name on it – my eight year old son is most impressed and even my teenage daughters think it is “quite cool”- this award is about a whole bunch of us. The Coaching at Work team, past and present, and all of you who’ve been so inspiring, supportive, and generous of your time and ideas. Coaching at Work would be nothing without […]

Coaching at Work’s Liz Hall receives accolade from coaching community

Coaching at Work’s editor Liz Hall has received an honorary award from the Association for Coaching (AC) for her work in impacting the coaching profession.

Hall received the AC’s award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11 at the association’s annual conference on 11-12 March in London.

The award “recognises the work of an individual or as part of a group or collective that have/are clearly delivering and demonstrating ethically the benefits coaching based relationships deliver into the wider community. The individual ideally is identified as pioneering the development and use of coaching based philosophies that significantly benefit (make a difference) to members of society. The Award is unique in that it purposefully serves to highlight work of a novel or pioneering nature within the wider community.”

Hall, who is a trained coach and an award-winning journalist, said: “I am honoured and thrilled about this recognition for both myself and our readers and colleagues past and present. We believe passionately in coaching and in Coaching at Work playing a role in raising standards, stimulating debate, connecting the diverse sectors of the community, and acting as an independent voice for the profession, furthering and developing coaching – which I believe we can now safely call a profession.”

Hall continued: “This award is truly about the passion, hard work and vision of a whole bunch of us- the editorial team, past and present, including former People Management editor Steve Crabb, who sits on the Coaching at Work editorial advisory board; former colleagues at Coaching at Work’s former owner, the Chartered Institute of Personnel and Development whose brainchild Coaching at Work was; business partners Professor Stephen Palmer and Kate Thomas; and last but foremost- all the wonderful coaches I have encountered, whose stimulating ideas, commitment, inspiration, friendliness, warmth and integrity have informed this journey all the way.”

AC Global CEO Katherine Tulpa said: “Liz has made a great contribution to the coaching profession – role modelling inclusivity, collaboration, and high standards. In addition to the quality of what she contributes at Coaching at Work – which so many people benefit from – she has actively brought together key shapers in the industry to stimulate thinking and advance coaching, both in the UK and beyond… It is with great honour that the AC gives Liz this well deserved award, which I know is warmly embraced by others!”

Coaching at Work publisher Professor Stephen Palmer said: “Liz Hall deserves this award for her outstanding contribution to the coaching profession. Her hard work, drive and devotion to the field of coaching have benefitted coaches, their clients and the professional bodies around the world. She is an inspirational editor and coach.”

Equip managers to manage change

A report from Henley Business School highlights need to develop middle managers’ leadership skills and ability to manage change.

by Liz Hall

Developing middle managers’ leadership skills along with their ability to manage change are among the top learning & development priorities for organisations in 2010, according to Henley Business School’s Corporate Learning Priorities Survey 2010.

This year will see a significant focus on leadership development – particularly at middle management level, according to respondents. Some 67% of respondents highlight the importance of developing middle managers and the same percentage chose ‘managing change’ as a specific development priority for managers.

Meanwhile, 61% said developing a coaching culture was one of their top five priorities- although only 9% made it number one.

“Softer skills; in leadership styles and in coaching for instance, that bring out the very best in people and facilitate team working have also been a priority,” said Linda Irwin, executive director, corporate development for Henley Business School.

She said both the research, and conversations she has with organisations, show many are planning for the long-term, adopting “a pragmatic, level-headed, measured approach when faced with the tumultuous economic climate we have endured.”

There will also be a focus on high-potentials as they grow and develop to lead their businesses into an uncertain future. The importance of succession planning and attracting new talent are key priorities for 2010, both rising in importance from 2009.

More than half- 53% – stated sustainability is a learning and development (L&D) priority, but 68% ranked it only three to five in their top five priorities. Some 119 people responded to the survey- more than 60% of whom were HR directors, vice-presidents or heads of HR or learning & development in some of the UK’s largest employers.

The three foci of developmental coaching

Tatiana Bachkirova presents on developmental coaching at the British Psychological Society’s Second European Coaching Psychology Conference. By Jennifer Liston-Smith Oxford Brookes University’s Tatiana Bachkirova embraced the wish to clarify and the need to allow complexity in developmental coaching. Presenting at the British Psychological Society’s Second European Coaching Psychology Conference in December, Bachkirova shared a framework to allow developmental coaches to work with sweeping ideas but maintain “a grain of mystery. According to Bachkirova, development is “a combination of changes in the organism manifested in a sustained increased capacity to engage with and influence environment and to look after internal needs […]