Posts

TRIAL EFFECTS

Randomised controlled trials (RCTs) – a rarity in coaching – can help build a compelling argument for executive coaching. Erik de Haan, Sally Bonneywell and Sue Gammons report on what’s thought to be the largest ever RCT of a corporate coaching programme   Executive coaching has increased substantially in organisations in the past 20 years and is now firmly established as a development intervention for leaders in large organisations (Ridler, 2016). While increasingly rigorous standards and qualifications have been developed and a wide variety of research into coaching has been undertaken, as shown in recent meta-analyses (Theeboom et al, 2014; […]

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TEAM COACHING: CLAIMING AND LETTING GO

Presence is a tricky problem for team coaches, notes Erik de Haan. You want to help the team reflect, but you also want it to be in charge   Obviously, as a team coach you want to help a team to reflect more deeply, to innovate and become stronger at addressing and resolving issues. Team coaching is different from team building or team facilitating or team chairing: in a coach role, you cannot just claim your presence and ‘lead’ the team. Indeed, presence with the team is delicate and tricky. You are aiming for ‘not too much’ but also for […]

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KEY INFLUENCER: SUPERVISION SPECIAL REPORT

We need more good supervisors, argues Erik de Haan. Why? Because it’s special work that it’s a privilege to be involved in. It throws a light on deep-set, often confidential, problems and helps brings solutions to the fore.   The more I do this ‘executive coaching’ work, the more I realise how precious and effective it is. My gratitude for the opportunity to work with highly personal change is ever increasing. Nearly every one of my coaching sessions has at least one moment where my client makes an important link that helps to shine a completely different light on a […]

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TROUBLESHOOTER: HERE’S MY OPINION

The chair of an organisation feels her CEO is not responding to coaching. The coach, against protocol, gives advice to both, which is followed. Wrong move? The issue Mary is an executive coach working with a CEO who is under pressure from the supervisory board of her company. Mary has had a triangular meeting at the start of the work with the CEO and the chair. Another one has been planned after five sessions. Two days before this second meeting Mary receives a phone call from the chair, who is almost apologetic: “The CEO is still not addressing the issues […]

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NEWS RESEARCH: PERSPECTIVE – IS THIS YOUR BEST?

Are you the coach you think you are? Erik de Haan shares research comparing coach and client perspectives Executive coaches have a wide array of possible behavioural responses at their disposal which can be dizzying and a source of doubt and anxiety for coaches. As coaches mature and ‘professionalise’ they’ll continue to reflect on which ‘intervention’ to use and when. At the same time, coaching clients will wonder what to say, and when, and how to invite the coach in with their responses. Meanwhile, both parties are forming views of each other’s behaviours, and coaches are making inferences about what […]

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MANY FACTORS INFLUENCE OUR COACHING PERCEPTIONS

A large-scale study of coaching behaviours has revealed significant variations in perceived behaviour according to differences in age, gender, nationality, whether people identify as managers, consultants or coaches, or as a client of coaching By Erik de Haan   The study was carried out by Ashridge Business School among 537 coaches, 196 consultants and 559 manager-coaches from 54 countries, and 221 of these coaches’ clients. It used the latest version of its Coaching Behaviours Questionnaire (CBQ), which has 72 items, mapping three ‘push’, coach-centred (directive) sets of behaviours – Prescribing, Informing and Confronting – and three ‘pull’, client-centred (non-directive) sets […]

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Further guidance

Further guidance In the last issue, Erik de Haan and Michael Carroll argued that no amount of preparation can ready coaches for some tricky situations – there really are often no hard and fast answers. However, by considering real-life ethical dilemmas in the abstract we can fine-tune and add to ethical thinking Part 2: seven more dilemmas to ponder   In the last issue (vol 9, issue 1) we examined three ethical dilemmas that our colleagues at the Ashridge Centre for Coaching have come across over the years. Here, we look at seven more. As in Part 1, read them […]

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Outcome report: conversations are key to results

Erik de Haan and Nadine Page report on the largest quantitative coaching outcome study to date which they believe breaks new ground and will help to improve the effectiveness of coaching relationships. Coaches have long sought to improve their coaching conversations and have frequently questioned the effectiveness of their work and the impact it has on helping clients to meet their objectives. However, despite being curious about the effectiveness or outcome of their coaching practices, there have been few serious attempts to explore the propensity of their practice in a reliable and validated way. We estimate there are probably fewer […]

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Welcome to the September 2012 issue of the newsletter

Welcome to the September 2012 issue of the newsletter I remember talking to a head of coaching at a major retailer in the UK a while back (before the economic crisis) who didn’t believe in spending lots of money on evaluating coaching. He said he could see that it worked and that that was good enough for him. Whether it was good enough for the company’s finance director, I don’t know, and certainly it’s hard to imagine this coaching champion continuing to get away with not evaluating coaching in the current climate. We are certainly very preoccupied with return on […]

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Book Review: Supervision in Action: A Relational Approach to Coaching and Consulting Supervision

Title: Supervision in Action: A Relational Approach to Coaching and Consulting Supervision Author; Erik de Haan Publisher: Open University Press ISBN 978 03352 4577 2 Usefulness **** In this welcome addition to the literature on coaching supervision, de Haan applies the perspective he took in his earlier Relational Coaching. While other authors focus on the functions of supervision, the attention here is on the importance of transference and parallel processes in the supervision relationship. He uses seven playful metaphors to draw this out. Some may balk at supervision being described as “two rather frightened people, finding out the unknown”, but […]

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