Erfolgsfaktoren beim Einzel-Coaching

Success factors of executive coaching. A screening of the coaching scenery from the client’s point of viewThis survey, based on questionnaires, examines the success factors of one-to-one coaching from the client point of view. Firstly, ten success factors in coaching were established by means of factor analysis. Secondly, more extensive analysis shows that, contrary to previous research in this field, the “professional system” is not necessarily a determining success factor in coaching. As an exclusive instrument of staff development, coaching seems to be effective even without support from the professional system. The analysis also indicates that the clients perceive their coach as an advisor and confidant as regards role expectations. Furthermore, multiple regression analysis discloses the predictive effects of the two success factors “the coach’s qualification” and “the coach’s involvement” for the overall success of coaching from the client’s point of view. The overall success of coaching itself is established through three items: the clients’ attitudes towards coaching, their attitude concerning further coaching, and the extent to which their objectives were met in coaching.     

Aus Fehlern Iernen

Learning from blunders. Experiences of an executive coach with problems and solutionsNot too often, even rarely, we are in a situation to talk about blunders or shortcomings within our coaching community. That really is a pity, because a discussion like this combined with reflection and feed back is the best and only way for a coach to avoid professional mistakes in his future. So this article is “somehow another kind” of contribution. The author reports his own 18 years of “blunder-experience” as well as professional mistakes of other coaches which he observed in mentor coachings and supervisions, he suggests outcomes, consequences and solutions. Topics are: Anger, aggression and “struggles of power” within the coaching process; dependence versus (internal) independence of a coach; transference and counter-transference within the coaching process; peanut politics within a coaching process. Result: the coach himself, his core values, his boldness directed to social risks and to natural consequences — combined with appreciative conversation and respecting clients — makes out the core dissolving capacity. Without mentor coaching and professional supervision every coach would be trapped into his personal “trap of mistakes” — and even worse: without recognizing this dilemma.     

Make or buy? That’s the question!

The author discusses the question if and in which HR processes, tools or programs the implementation of an internal coach pool makes sense or where companies should continue to buy this service from the external market. For this purpose the article introduces a definition of internal Coaching. The central concept of this outline is a blueprint of an offering of internal or external coaching. The author presents a generic model for the analyzing the risks of such a project, which increases the probability of a decision which leads in the right direction. The author concludes that internal coaching makes sense in specific settings e.g. in order to ensure the ROI of learning opportunities. If this however in every situation has to be called “Coaching” should be discussed in the context of another essay.     

Evaluation von Coaching

Evaluation of executive coaching — an inquiry of coaches and clientsThe variables, the effects and the connection between variables and effects of executive coaching are examined in a questionnaire study with coaches and clients. The results show that executive coaching represents an effective intervention that positively affects both the client’s self-reflection and his/her behaviour. The client’s willingness to change and his/her intensity of suffering prove to be good predictors of success in achieving the desired effects. From the coach’s perspective these factors include the intelligibility of the coaching concept and a participative procedure. Additionally, the influence of the relationship on the coaching results is identified, resembling findings in psychotherapy research. Coach and client tend to agree with regard to their perception of the coaching process.     

Unterschiede zwischen Coaching und Psychotherapie

Differences between coaching and psychotherapyCoaching is not a hidden psychotherapy with managers, though the methods are similar. Unlike psychotherapy, coaching mainly refers to the professional context, it requires normal capacities of self regulation and addresses to managers. A coach cannot take the place of a psychotherapist, and therapists cannot do the work of a coach without a respective education and role definition. The author describes these and other differences.     

Implementierung von Coaching für Schulleitung und Schulaufsicht

Implementation of coaching for principals and supervisory school authorityGerman schools will have to improve the quality of their work to be able to compete on an international level. School development is also personnel development. Establishing professionalism of school executives (among others by coaching) plays a major role in this matter. First of all the author describes the implementation process of internal coaching for principals and thereafter for officers of the supervisory school authority. In doing so, he also points out problems that can arise during such a project. The evaluations of surveys prove the acceptance and importance of coaching for this target group. Finally, possible future coaching offers for school executives are addressed.     

Schließung von Schulen — Chancen für schulische Innovationsprozesse

Closing down schools — chances of scholar innovative processes. Coaching as support of merging processesThe author discusses chances and risks of processes of school merging processes as an internal coach of a school board. Conditions for success are named for various levels of hierarchy in the school system. This includes an support by means of coaching and supervision.     

Wie den strukturell bedingten Herausforderungen des Internen Coachings begegnet werden kann

Out of strategic considerations, companies offer their employees coaching as an internal method of personnel development. A wide range of organizational forms can be taken into consideration for those internal coaching offers. As coach and client belong to the same organization, specific areas of conflict can arise in the coaching process. Those will be briefly described. Thereafter it will be discussed how the anticipated conflicts arising during the phase of contract formation can be dealt with. Furthermore it is shown how organizational implementation of internal coaching offers can mitigate the assumed conflicts.     

Coaching von Unternehmern Erfahrungen und Wirkungen

Coaching of owner-entrepreneurs — experiences and effectsThe author argues that the kind of coaching which owner-entrepreneurs require differs in fundamental ways from the kind of coaching for hired top managers. The difference is rooted in the higher level of complexity of the decision problems of owner-entrepreneurs, which needs to be reflected in a more complex approach chosen by the coach. In this context, the ability to make himself better understood by others turns out to be a very essential key capacity which some owner-entrepreneurs lack and which a qualified coach can help them to regain.     

Lernprozesse im Coaching

Learning processes in coaching This Coaching is approached from the view of the coachee. Different learning processes which the coachee should run through in his/her coaching are deduced from three approved theoretical concepts close to practice. The Kolb circle is presented as first basic concept. It is described by the author as action leading for coachee and coach by a coaching-questionnaire. Several learning forms are shown and related to the first basic concept. The most important factor for the coaching success is the sustainability of the realization of the recognized learning goals. Therefore some proposals are submitted basing on the Kuhl-concept.     

Outplacement-Coaching bei Jobverlust Erfahrungsbericht eines Coaches

Outplacement. Experiences of a coach Getting unemployed usually is a major cause for high emotional pressure especially for executives. Outplacement consulting can be a viable way to find solutions in such difficult situations. This article addresses the two parties involved: (1) The author proposes a procedure that could be considered by the company in the process of dismissal. (2) Suggestions are made how the individual can be supported in developing new perspectives for a future career and personal life. Based on experiences of the author, the basic challenges for coaches during theses processes are described. The article offers special recommendations for each phase of coaching.     

Coaching als Instrument der Personalentwicklung in Kirche und Caritas Mehr Chancen als Grenzen

Coaching for leaders and representatives in churchesThis article shows possibilities of coaching for leaders and representatives in churches, especially during this time with many transformations in ecclesiastical structures. It seems to be very important for acceptance of coaching, that the coach has a high standard of knowledge about this branch.     

„Wir kommunizieren,also sind wir“

Whereas psychotherapy, counselling and other forms of professional communication have received considerable linguistic attention over the last years, the specific communicative interaction in coaching has been largely ignored. The author calls for a linguistic analysis of the communication between coach and client. The chosen linguistic approach should shed an applied, holistic, pragmatic and interdisciplinary light on the specific communicative interaction found in coaching in order to come up with valuable insights for both, linguists and professional coaches as well as their clients. Linguistic insights could for example be used in the development of quality standards for coaching or in the conceptualisation of future coaching trainings.     

Coaching in der Software-Branche

Coaching in the software development industry. The author describes the basic principles and starting points of a coaching concept within the context of the software development industry. The structures and processes in this context create a special need for support that can be addressed by different forms of coaching. A company-specific coaching concept has to define the goals and rationality of coaching, to determine the different ways coaching is requested and provided and to outline the overall strategy to introduce and to integrate coaching within the organization. The special need for coaching is related to the communication-intensive collaboration within software development teams and the complexity of the overall process. In particular forms of internal coaching are discussed to address these needs and a way of implementing an internal coaching pool is sketched.     

Supervision und Coaching als interne Beratungsangebote in der Bundesagentur für Arbeit

Supervision and coaching as internal consulting in a great public administrationThe author describes the process of the implementing of supervision, coaching and practise discussion in a great public administration. The difficulties of such an intention are shown, which appear, if an organization has no experiences with these formats and the decision makers have no background knowledge. Furthermore it is explained by which measures an institutional anchorage was possible. Because the process is not finished yet, a view of further developments is given.     

Mediation und Coaching — ein Vergleich

Mediation and coaching — A comparisonMediation and coaching — two terms which have generally gained familiarity in the last decade. Nevertheless, it is still mostly experts who know what is inherent in these concepts. This comparative analysis will therefore first explore and compare the origin and development of mediation and coaching. With reference to the relevant literature, the methods and strategies of these two forms of intervention will subsequently be presented. After discussing these topics, the paper will examine the personal prerequisites, i.e. the competencies, knowledge and skills that should be required of a mediator and coach. The author hypothesises that the highest degree of correspondence and congruency found in the comparison will be in regards to these prerequisites.     

Anmerkungen zur Professionalisierung des Coaching auf dem Hintergrund des klassischen Professionsbegriffs

Some comments on the professionalization of coaching with regard to the classical concept ?profession“ In the current discussions on the professionalization of coaching the concept ?profession“ often is not clear. Therefore, the author first delineates the classical concept of profession and its main criterions. He then discusses the question whether these criterions are present in coaching and whether coaching may or should be conceived as an independent profession. Considering the tendencies of deprofessionalization in the traditional professions, it seems to be meaningful to understand coaching as a profession, but with a revised theoretical concept of profession: Particularly concerning the necessary scientific orientation it demands an interdisciplinarity instead of a fixed corpus of knowledge. The professionality of the practitioner means an orientation on general values and concepts of understanding and acting and is a central aspect of quality of coaching.     

Coaches — Gurus in Nadelstreifen?

Coaches — gurus in pinstripes suits? Since coaching adopts many methods and theories of psychotherapy and scientific results should be generalized, an overview is given on the large development and research of psychotherapy. The author dlienates a distinction between coaching and psychotherapy. The modern and postmodern results of psychotherapy research are transformed into the field of coaching. So a set of variables is developed of the context and of a generic model of coaching, with process and effective variables. That enables coaches to structure the practical work, to act on empirical grounds and to research scientifically.     

Erfolgsfaktoren bei der Integration von Coaching und Entwicklungsprogrammen

Success factors for the integration of coaching and development programs This article describes possible ways to combine coaching and development programs for managers, that are based on the author’s practical experience. Such a combination can lead to a more intense and more sustainable competence growth than each individual approach. Both coaching and development program benefit from a combination. Adequately, a high level of integration is desirable. Such an integration will be successful if the structure of the program allows for embedding, special characteristics of the target group are considered, non-threatening labels are used, and the coaches/trainers are able to build a coherent bridge between the single elements.