Coaching von Führungskräften aus Expertenorganisationen

In this text, the particularities of the situation of executives in expert organizations are discussed. Then four cases are described, in which (1) the problems that bring leaders from expert organizations into coaching are illustrated, (2) the respective coaching interventions are described and (3) the key concepts that were in the coaching helpful are summarized. Finally, some thoughts what is in executive coaching from expert organizations useful are discussed.     

Coaching bei Burnout-Gef?hrdung: Nicht noch mehr Stress!

Based on the subject ??burnout??, conditions and approaches for successful individual executive coaching are addressed. Burnout phenomena are assigned to the more global field of work-related stress management. First, diagnostic criteria for adequate application of individual coaching are defined ?C as opposed to psychotherapeutic treatment of stress or burnout problems. Moreover, with regard to executives already suffering from strong emotional stress, it is demonstrated that especially in the initial stage the focus should be rather on client-centered and solution focused approaches than on traditional concepts of stress management with strong goal and action orientation.     

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.     

Coaching für Führungskräfte in der Sozialen Arbeit – eine empirische Bedarfsanalyse

Coaching for executives in social work – an empirical study on consultancy needs. Executives in social work see themselves under special demands to balance the necessity to cope with public cost cutting requirements on the one hand and the design of organization structures which are to master future challenges on the other. In order to adapt coaching to the consultancy needs in this field, 96 executives working in social facilities in Thuringia were interviewed with a view to their potential consultancy needs, in particular with respect to their management functions and leadership challenges. This investigation showed a high degree of acceptance for coaching and differentiated consultancy needs in the dilemma between economization and quality oriented social work. A preliminary competence profile for coaching personnel is derived thereof.     

Arbeitsfähig bleiben – Balance halten – Einsichten gewinnen

In today’s fast paced, interconnected, and mercilessly competitive business world, senior executives have to push themselves and others hard. In order to succeed, leaders have to live the paradox of closely attending to and following others as deeply as they lead. They have to listen well to others, understand their concerns, give them personal support, and at the same time motivate them for results or take decisions on their behalf. This article explores how executive coaching together with the provision of supervision for coaches can help restore and maintain balance and so provide quality assurance for organisations. Some of the work that these coaches and supervisors do is simply noticing the shadow sides that leaders have forgotten about or for many reasons prefer not to consider. It is the coach’s (and supervisor’s) task to bring back awareness of vulnerability or neediness, corruptibility or hubris, depending on the highly personal contents of the leader’s shadow.     

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?

In this article, we focus on a specific type of personal and professional development practice -executive coaching- and present the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date. We focus only on coaching provided by external coaches to organizational members. Our purpose is twofold: First, to present and evaluate how executive coaching outcome studies are designed and researched (particularly regarding methodological rigor and context-sensitivity). Secondly, to provide a comprehensive review of what we know about executive coaching outcomes, what are the contextual drivers that affect coaching interventions and what the current gaps in our understanding of coaching practice. On that basis, we discuss and provide a research agenda that might significantly shift the field. We argue that methodological rigor is as important as context-sensitivity in the design of executive coaching outcome studies. We conclude with a discussion of implications for practice.     

Selbstmanagement-Entwicklung durch coaching?

Development of self-management by coaching? An expert survey on the promotion of self-management competenciesThe much-discussed assumption that business coaching promotes clients’ self-management competence was explored through an expert survey. In a qualitative questionnaire study, 20 professional coaches provided information on their conceptual understanding of self-management, their approaches to promoting client self-management and on strategies employed to assess intervention outcome. In addition, coaches specified the obstacles and constraints clients encounter when transferring improved self-management skills into everyday working life. The results corroborate the relevance of the self-management concept in a coaching context. The benefits resulting from an increased consideration of self-management processes in coaching research, vocational training courses and day-to-day coaching practice are discussed. The use of theoretical concepts which provide a guideline is recommended.     

Coaching in globalen Unternehmen: Beispiele aus Europa, den USA und China

This article first identifies what a select group of globally operating companies has been implementing in the way of coaching over the last years. In particular, different coaching approaches in Europe, USA, and China are reviewed in the context of these organizational examples. The particular practices are evaluated in light of possible theoretical underpinnings due to the continuing scarcity of sound empirical research on coaching. Addressing the need for first-hand examples of deployed coaching programs, the following offers practitioners the opportunity to extract information on the types of coaching interventions which have been successfully implemented and what criteria are important to consider when rolling out a coaching intervention in a global business environment. Recommendations and lessons learned on selecting coaches are also provided.     

Das „Achieve Coaching Model“®" Ein systematischer Ansatz für größere Wirksamkeit im Executive Coaching

The ?Achieve Coaching Model“®. A systematic approach to greater effectiveness in executive coaching The article describes some of the results of an international best practice study that aimed to identify what successful coaches do to achieve consistent tangible coaching results. The analysis of the primary and secondary data resulted in a new coaching model, that has received international recognition and proved to be successful and valuable in practice — the Achieve Coaching Model®. The article describes the seven steps of the model, underpins it with information from the study and the authors international coaching practice and concrete behaviours of coaches that yielded continuously positive results in a coaching setting.     

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.     

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.     

Angebot und Nachfrage von Coaching für Wissenschaftler/innen

The article focuses how far coaching for scientists and academics is developed and established on the relatively new counselling market university. The demand of coaching of the different target groups will be described as well as the topics and contents coaching offers to them. The professional profile and competences of coaches and supervisors are presented. Also the challenges especially for coaches and people in responsible positions for personal development are discussed.     

Schulleitungscoaching – Konzeption und Ausbildungsevaluation

Since principals in schools are increasingly turning into managers of educational institutions, coaching approaches have an increasing importance. Accordingly, the Bavarian Ministry for Education and Culture in cooperation with the National Institute for Quality in Schools and Educational Research and the Academy of Teacher Education and Personnel Management has introduced the project ?Coaching – an Instrument to Professionalise School-based Leadership“. The project involves exemplary coachings of school management teams and the training of coaches with a focus on school-related issues at the University of Innsbruck. The training of coaches is based on a special curriculum, which was evaluated using a multi-methods approach. The outcomes show that the coaching model is accepted by coaches and that the training is of high quality     

Ein Pl?doyer f��r Coaching vor dem Karrieresprung als fest installiertes Angebot in Organisationen

The occupational transitions of executives are considered in concerns of the conceptions ??Social Support?? and ??Sense of Coherence?? by a four structured model of a transition cycle. Furthermore the importance of a coaching that recognizes the specific needs during the single phases of a professional transition is described. After all the idea of a coaching is supported, which becomes a status of a fixed installation in organizations. The executives are accompanied through the transition in order to reduce the psychological and organizational costs and finally to commit them and their team members for a long-term employment. In addition the special change from an expert to an executive is taken into consideration.     

Stolpersteine weiblicher Karrieren Was Frauen hindert,erfolgreich zu sein

Stumbling blocks of female careersBased on numerous coaching situations with female executives and, above all, with women who were just about to become an executive (or maybe rather not?), the author discusses some systematic thoughts which seem to be crucial in inhibiting female careers. They emerge in coaching situations again and again and a solution has to be provided. The psychoanalytic background of the author is a most helpful instrument in the diagnosis of “typical stumbling blocks”, which is of course in a coaching situation used in a different way than in a analytical setting.     

Und wer coacht die Coaches?

Business coachings have become one of the most important instruments in human resource-development. However, scientific examinations of risks and side effects of coachings are still limited. This article presents first empirical results regarding negative effects of coaching for clients. Further, we explore which negative effects result from coachings for coaches. 20 coaching experts were questioned within a problem-centered interview. Results show that negative effects for coaches and clients are multifaceted. Causes of negative effects for coaches and clients partly overlap, for instance when considering the differentiation between psychotherapy and coaching.     

Coaching in der Pastoral der Diözese Speyer

Coaching in the pastoral of the diocese of Speyer. Internal coaching between office and independence A lack of priests and changes in social conditions are forcing the Diocese of Speyer to employ people on an honorary basis in executive functions of spiritual welfare. The permanent staff of the bishopric are now to coach those volunteers in order to accompany the process. For this they need a great deal of independence as ?new coaches“, which can however put their loyalty to the ecclesiastical office into question, as long as they fail to acquire appropriate forms of communicative plausibility. No one can on any account escape from the momentum sparked off through the use of coaching in a hierarchically structured operation — neither the operation nor the coaches.     

Kann denn Coaching Führung sein?

May coaching be leadership? An analysis of literature on the term coaching. An analysis of the German-speaking literature about coaching shows for what the term Coaching or rather the title coach is used in actual publications dealing with the leading manager as a coach. It becomes apparent, that coaching is not seen as a specialized advisory profession. Instead the term is used as an alternative expression for leadership vocabulary as management style or managerial functions. The elaboration of terms and concepts concludes, that semantically it is meant leadership when it comes to the concept of the coaching manager. To be an exception, the management by systemic approach forms a brand-new perspective about organizations. However, to give respects to the German-speaking coaching community there should be a difference between leadership and coaching as well as notions and titles should be used more accurate among professional management coaches.     

Rolle und Aufgaben von Coaching im Veränderungsmanagement bei McKinsey

Roles and tasks of coaching in change management at McKinsey The author describes the necessity and special challenges of coaching in change situations. Focus target group are executives in key positions as well as explicitly appointed change agents. As success-established concept she describes a succession of group coachings with parallel and following one-to-one coachings as well as peergroup coachings dealing with current challenges during the change process. Finally, the author refers to important basic conditions with the implementation of such coaching concepts, as well as on effects for consulting firms.     

Coaching und Mentoring

The program “Mentoring for female junior executives at schools” in Hamburg has the goal of recruiting more female executives for schools in Hamburg. As a headmaster of a high school the author has attended this program as a mentor. She discusses the following questions: What are the differences between mentoring and coaching? Where are the limits of mentoring? When is coaching the better method? The main result is, that the mentor has to be very attentively of his position as a member of the organization. He has to decide, if he can advise the mentee for example in conflicts with superiors or if a coach could do a better job. A missing link in the mentoring program is the analysis of the culture of organizations, because this is an important factor for a successful start into the new function.