We entered 2021 hopeful, but cautious, ready to emerge from the pandemic and its devastating impact. Yet our best-laid plans went astray. New variants and surges emerged; restrictions were reinstated, and organizations continue to face new waves of disruption. The value of coaches as partners in navigating these rough waters has only grown.
The pandemic itself has mutated into an opportunity for renewal and reinvention: the "great resignation" is well underway because the pandemic has brought home the fragility — and brevity — of life. Without a sense of purpose, meaning and value, our work can’t keep us above the waves.
As coaches these huge shifts have not only roiled our clients. Our chops have been tested with key questions: are we supporting our clients to foster meaningful, sustainable, and flexible work environments? Are we walking our talk in terms of work-life balance, leading with humanity, diversity and inclusion? Do we have resilience? Can we embrace AI and new technologies while remaining fully committed to deep listening and empathic connections no matter what the interface?
The answer has been a resounding yes! Collectively, the coaching profession broke new ground. We migrated from in-person to virtual coaching and expanded our scope to address burnout, post-traumatic growth, and reinvention. We demonstrated the flexibility needed to pivot and thrive in 2022. We are practicing what we preach.
The IOC team has worked harder to provide resources that our members need: science-backed education, up-to-date research translated-to-practice, and a richer and deeper professional community. Below is the top-rated content in 2021. Now is a great time to catch up on what you missed.
Select concise, clear, open, purposeful, constructive, focused, and neutral questions with the highest ROQ – return on questions – the greatest impact in the shortest time. Purge the verbiage to make coaching a vagueness-free zone.
Coaches are masterful at selecting questions - curious, mind-opening, provocative questions. Questions that expand horizons, deepen awareness, and spawn insights. Coaches make every question count, avoiding vague or general questions like: ‘How are things since I last saw you?’ and instead asking ‘what unfolded with the actions you decided on?’
This dose explores a classic 2008 article by Michael Neeson entitled Using Socratic Questioning in Coaching. What’s the bottom line? Socrates teaches us to choose questions that are most impactful. We might say that he inspires coaches to deliver the biggest ROQ - return on questions – the greatest impact in the shortest time.
Recently (2019), authors Jonathan Passmore and Yi-Ling Lai capture the history of defining coaching in their article “Coaching Psychology: Exploring definitions and research contribution to practice,” published in the journal - International Coaching Psychology Review. Today’s dose explores this paper, while integrating other sources, and invites coaches to consider the nature of coaching and coaching psychology with fresh eyes, as well as opportunities to expand coaching education.
It is more important than ever to learn how to identify burnout and especially, how to buffer against it. Drawing from her deep knowledge of human behavior, Stanford University-trained psychologist and Board Certified Leadership Coach, Dr. Jacinta M. Jiménez, will deliver a presentation to reveal 3 key science-backed steps to address burnout in uncertain times.
Her Book: The Burnout Fix
Jeffrey Hull speaks with psychologist and author, Scott Barry Kaufman about his recent book, Transcend: The New Science of Self-Actualization in relation to the realm of coaching.
Dorie and Jeff talk about how to become an expert in your field.
What do you get when you combine parts of Daily Questions, Stakeholder Coaching and Alan Mulally’s Business plan review? The Life Plan Review: a new and incredible tool for coaches.
In this pre-recorded LinkedInLive video, Marshall talk about the details of the LPR and why it’s such a valuable tool for coaches and leaders.
Dr. Goldsmith was recently chosen as the inaugural winner of the Lifetime Achievement Award for Leadership by the Institute of Coaching at Harvard Medical School. He is the only two-time Thinkers 50 #1 Leadership Thinker in the World and has been ranked as the #1 Executive Coach and Top Ten Business Thinker the past eight years....
The Internal Family Systems model is an extremely popular form of psychotherapy that is increasingly being applied to coaching. Using it, coaches help clients quickly access a state called the Self which is characterized by qualities like calm, clarity, curiosity, and compassion. Then, from that state, clients explore and transform their relationships with the parts of them that are blocking their goals or their vision. Finally, they are more able to lead their personal and work lives from the state of Self-leadership which creates more harmony in their relationships.
Impostor Syndrome is a phenomenon seen in high achieving individuals in which they are constantly plagued by the idea that will be exposed as a fraud. Every mistake, misstep, experience of not-knowing is interpreted as evidence of this fraudulence. 70% of people report that they have experienced Impostor Syndrome in their lifetime. The need to prove oneself can be immense and can reinforce a central component of Impostor Syndrome – overworking -- resulting in burnout, lack of balance, and a constant sense of insecurity.
A Michelangelo quote oft-cited in coaching inspires our conference: “I saw the angel in the marble and carved until I set him/her free.” Our world class speakers, leading scientists, thought leaders, and coaching scholars, will explore how we can sculpt our future in coaching conversations that evoke the humanity and innovation needed to fully transform the pandemic’s forces into sustainable good....
With tremendous gratitude and excitement, we are delighted to announce that as of January 1st, 2022, Jeffrey Hull, PhD, BCC is the Executive Director of the Institute of Coaching.
On June 1, 2021, in a collaboration that will elevate the field of coaching, the International Coaching Federation (ICF) pledged to give $575,000 USD over five years to McLean Hospital, a Harvard Medical School affiliate, to benefit the hospital’s Institute of Coaching (IOC) for a grantmaking program.
Presencing can be significantly enhanced by a better appreciation of the cultural background of the coachee as well as the cultural setting within which the coachee is operating. Coaches, in turn, need to be aware of their own cultural filters. Coach’s CI can significantly influence depth of coaching-interactions with the coachee.
What will we go to when moving to a hybrid work format of working both remotely and in person, and what are the challenges that we might expect to see? The topic is widely discussed in many places, and the answers are emerging, but not set in stone yet. The following aims to provide an overview of what the hybrid way of working might look like; reasons for conducting work in a face-to-face setting or remotely; and some of the key questions that leaders and teams will need to be mindful of when shaping their version of the “new world of work”.
Questions such as building trust, fostering a psychological safe space in which clients are able to discuss difficult topics, often related to highly personal content and creating a productive coach-client relationship, are of central significance for successful collaboration with clients. The importance of these questions is even more relevant in the context of virtual coaching.
Many healthcare professionals are motivated and adamant about improving patients' health and quality of life — until they get hit by the reality of the working conditions and deteriorated healthcare work culture. Compassionate care is expected from healthcare workers to improve the patient experience and ease suffering. How would the healthcare workplace change if we could reflect compassion and kindness to our colleagues in work environments?
Unfortunately, pandemic trauma is only serving to exacerbate significant pain that has been building in the healthcare industry for years. For more than a decade, industry experts – and practitioners themselves – have been sounding the alarm about critical levels of burnout and toxic stress experienced by healthcare professionals.
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