Dr Henry Campion on a ‘learn-in’ that strengthened his own coaching model
The group holds a compassionate silence as a man struggles to hold back tears. “It’s the first time I’ve ever cried in front of people,” he says, “a taboo broken.”
In that moment, I saw that this course offered each of us an opportunity to confront our ‘taboos’ and to learn from them. If we can’t do that ourselves, how can we expect to help our clients to do it?
I was at the first residential module of the Academy of Executive Coaching’s diploma in advanced executive coaching, with the aim of developing and practising using my own coaching model a distillation of how I use the knowledge and experience gained in working with clients. I’ve been coaching at the BBC for over three years, and counselling for several years before that, so I feel ready for the course’s ‘learn by doing’ approach.
To get accepted for the course I had to fill in an extensive competency questionnaire about my practice, which was distilled down to my personal Learning Plan for the programme. It was very helpful in making me think in a systematic way about the different aspects of my coaching, what my strengths are and the areas I would need to work on.
To get the most out of the course, I felt I’d better work out what my current model was. I came up with ARC: expanded Awareness of the issues faced, within a Relationship of trust, leading to clear Choices for the client.
Well, it’s a start, and it also reflects the ‘arc’ of the coaching intervention as it moves from initial meeting and diagnosis to delivering the end result, something I try to hold through each individual session.
In elaborating on the model, I want to root it in evidence of what actually works, and to build in my ‘signature presence’. I’m hoping that my ARC will end up being a pretty robust structure!
Back to the course, though. Eighteen of us were to live together for three days in the first of four ‘learn-ins’. I’m a Myers Briggs introvert, so a part of me didn’t want to be there. However, my curiosity to find out more about the range of talent and experience in the group (a trait which I’m sure must feature close to the top of any coach job specification) and my fascination with coaching soon had me engaged.
Over the three days, we had participative sessions on subjects ranging from our hopes and expectations of the course, to the difference between foundation and advanced levels skills. We formed coach/client/observer ‘triads’ which stayed together throughout the course for intensive coaching practice and observation.
Coaching in front of other coaches is a great way to learn, and also nerve-racking. For me, I know that once I feel I’m onto something, I tend to move into a series of focused questions. My feedback was that they were closed questions.
I also noticed that, when being coached, I became quite defensive. I was suddenly aware of what my clients might be feeling when I probe their issues. It was a reminder that for clients, each conversation is uniquely theirs.
The group was also given an hour’s ‘community time’ each morning to reflect on its experiences and feelings. I was struck by how quickly a sense of trust began to emerge. Some risked revealing how the work was affecting them, and took that step towards confronting their taboo.
I suspect mine will be something about staying truly open to my clients – the sort of conversation where I listen more, instead of worrying about what the next question will be.
Dr Henry Campion is a senior manager and a lead internal coach at the BBC. He qualified and practised as a doctor before becoming a programme maker in BBC Science. He is a qualified psychosynthesis counsellor.
Jane BonBernard on gaining accreditation to become an executive coach
After a lifetime career in retail, June 2005 was time to change. My early career was in operations and I moved to HR 12 years ago, latterly as HR director of Monsoon Accessorize.
I have always loved my work and have a work ethic inherited from my father that says you stay at work until the job is done. Having counselled so many individuals looking for that work/life balance, I began to realise that this was the Holy Grail I also desired. Surely there was a career out there for me as a self-employed HR consultant? Having worked continuously from the age of 17, I jumped off the corporate cliff and enjoyed a wonderful summer. But then I had to work out what to do next. I knew wanted become an executive coach but also knew that to be marketable I would need to become accredited. So I started my lengthy research into available courses. I finally came across the CIPD’s Certificate in Advanced Professional Practice in Senior Executive Coaching and Mentoring.
I was intrigued by the phrase “the programme is intended for individuals who want to have an input to the structure, content and pace of their programme that is tailored to their specific needs”. The content seemed varied, with a balance of the practical and theoretical, included four sessions with my own executive coach, and it also allowed me to practise.
The programme started with an email and access to the Oxford School of Coaching and Mentoring (OSCM) website. I was also invited to a half day ‘Introduction to the Programme’ session to be held at the CIPD training centre in Victoria. We were encouraged to try out the website before coming to the briefing. On arrival I was surprised and disappointed to find that there were only three of us who had
registered. It was the first time that when asked about my background and current role I had to stop and think. It is amazing how you take for granted the words “I am the….for company….” but the warmth and encouragement of both my future colleagues and our team of mentors made me realise how exciting this step was for me. We were introduced to the timetable, what was expected, and when, and to the team.
In the world of work, and especially in retail, there is a structure defined by appointments, meetings and responsibilities that leaves you little time to think. I soon discovered this is not the case with this programme. I knew that I would need to be self-motivated and plan my work, sessions with clients and so on, but I underestimated the feeling almost of confusion that I initially felt. The whole point
of self-managed learning is about discovery and in my first one-to-one session with my own mentor I found out that everyone goes through this transition phase. What I had not recognised was that I was going through significant change in my life and was somewhere near ‘denial’ on the change curve.
As part of the programme we were offered the opportunity to attend two workshops ‘Coach Mentoring in the Context of Change’ and ‘Coaching Teams’ which were being run for other CIPD Certificate programmes. On day one I attended with a group who were also at the beginning of their programme. It was good to hear that many of them also felt confused about expectations! Day two was with another group who were near the end of their programme and I was able to hear their hints and tips and learnt much from them. It was on day two that the penny dropped that I was experiencing all the feelings of change. I also realised that I was missing having colleagues, as the groups on both days were so supportive. I left determined to set up a peer learning group with the six now on my programme.
So what did I learn in the first three months? This is not a programme for individuals seeking companionship. This is not a directive programme, but the information is there if you look for it. Now I understand self-managed learning or do I?
Jane BonBernard is a fellow of the CIPD and will share her experiences further in the next issue.