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.     

„Opportunity coaching“: Ein ermutigender Weg in die Coaching-Zukunft

?Opportunity coaching“ — a powerful way into coaching future This article stresses a powerful coaching approach: to work on a client’s resources, on a client’s potential improvement, oriented at a client’s future possibilities, chances and “opportunities”. Starting from a dialectic “as well as” paradigm: seeing strength and weaknesses, past and future, problems and possibilities not being mutual exclusions but parts of an holistic entity, the author elaborates core aspects and approaches of “opportunity coaching” and reports examples out of his coaching experience.     

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.     

„Coaching“ durch die Führungskraft — eine kritische Betrachtung

?Leadership Coaching“ — A critical discussion?Leadership Coaching“ comes into vogue again. It is possible that cutting down the expenses for HRM (and specially for counsultants) reinforces this trend. Therefore it is again time to discuss the question about the main differences between “leadership coaching” and coaching by professionals. Consultations by the superior can be helpful, however there are distinct differences to the professional coaching.     

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.     

Top-Management-Coaching in mittleren Unternehmen

Top-Management-Coaching in mid-sized companies The author discusses coaching of business leaders in mid-sized companies. These companies appear to be under considerable pressure to professionalize at times regarding their understanding, functions and instruments of leadership and management, — unlike their technical and product know-how. Due to the strong personalization of leadership in mid-sized companies, this professionalization can only take place if the business leaders build up an adequate understanding of leadership by alternating self- and business reflection. A coach can be of great help, acting as a sparring partner by combining the ?personal perspective“ with the ?functional perspective“. A prerequisite on behalf of the coach, aside from his competence in individual and interaction psychology, is however the ability to transport himself into the specificities of a mid-sized company and its management as well as profound knowledge of the management of complex sociotechnical-economic systems.     

Gesundheitscoaching — zwischen Burnout und beruflicher Neuorientierung

Health coaching — burnout and professional reorientationThis paper describes the process of the health coaching called on by a freelance business economist suffering from burnout symptoms and power take-off, determined to make a decision with regard to his professional career. Major aim of the health coaching process is to focus on the clients’ health to ensure his physical, psychological and social well being as well as his mental and physical powers. Further aim of the career coaching is to develop a pathway for the clients’ future career and to enable him to realize a satisfying work-life-balance.     

E-Coaching: Prozess- und Ergebnisevaluation des„Virtuellen Zielerreichungscoachings“

The authors present the design and first results of an ongoing research project. The main emphasis of the research lies on observable and mental processes of the coach and the coachee in and between coaching sessions as well as for the coachee after the coaching. The research is based on a particular e-coaching format named “virtual goal attainment coaching”, consisting of telephone-based coaching sessions combined with by internet mediated questions that the coachee answers with support of the coach. The ambition of this particular type of coaching, since based on empirical findings of coaching success factors and combined with modern media, is to generate excellent results within a short amount of time. Preliminary findings confirm the efficiency and effectiveness of this blended coaching program.     

Karrierecoaching im Spannungsfeld zwischen beruflichem Ehrgeiz und Privatleben

Career coaching between professional ambition and private lifeThe ever continuing pressure to perform is a major conflict for more and more executives in balancing their professional and their private lives; sometimes even the performance itself suffers from this conflict. The author shows by a case study how executives can cope quickly with this stress and how they can find satisfying solutions with the help of a career coach.     

Zur Aktualität des Kompetenzbegriffs und zur Bedeutung der Kompetenz-entwicklung für das Coaching

The popular use of the term “competence” and the significance of competence development in coachingThe term “competence” is frequently used by employers, employees, trainers and authors alike, though in many cases the concept behind this term might differ considerably. But what does competence really mean, how does competence differ from other concepts like qualification, ability and skill and what is essential in developing competencies? If competence is seen as a disposition of self-organization, it helps people to solve unknown and difficult requirements based on their knowledge. The basic aim of coaching is the development of job-related competencies. Particularly social and personal competencies can be highly improved and enlarged by coaching. Thereby the coach takes the role of a consultant, who assists the coachees during their learning process and supports them with appropriate methods and tools.     

Einführung von Coaching Ein Schulleiter kann es nicht immer allen recht machen

Coaching with a headmasterThe author describes a coaching process with a headmaster in difficulties, who always wants to please everybody. He lacks the necessary professional delimitation. Though refusing it initially, he recognizes the necessity and the advantage of a professional delimitation. By utilizing it in small steps, his contacts to the parents improve, he has more time for his administrative work, and he feels less oppressed by his tasks.     

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.     

Die „ganze Person“ im Coaching — Ambivalenzen und Optionen

As a specific type of counselling, which focuses on the individual and his/her personality within the professional context, coaching has to strike constantly a balance between looking at the ?whole person“ and looking at one facet of this person, i.e. his/her professional role. This leads to ambivalent attitudes towards coaching from the client’s point of view, which should be discussed and turned into beneficial factors during the coaching process. The following article illustrates the construct of the ?whole person“-approach in coaching and argues for an understanding of coaching based on comprehensive methodologies and concepts.     

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.     

Coaching und Psychotherapie — Differenz und Konvergenz

Coaching and psychotherapy — difference and convergence. A discussion on counseling between professional and personal issuesThe author discusses the relation between coaching and psychotherapy. He emphasises several crucial differences, but here he is concerned with the interfaces between these formats. He demonstrates, that in many cases psychotherapeutic views — basing on corresponding qualifications — may offer an important improvement of coaching. This is illustrated by some case studies.     

Selbstreflexivität – Annäherungen an eine zentrale Haltung in Coaching- und Beratungsprozessen

This article explores “self-reflexivity” as a key competence and general attitude in all contexts of coaching and supervision. Three main perspectives are used approaching self-reflexivity: the “where from”, “what for” and “how-to”. Thus starting from etymology the importance of the subject in the practice of coaches and counselors is explored. Based on two models it is shown what kind of interaction between client and coach is beneficial when wanting to activate self-reflexivity. The article is rounded up by a note on self-care—one important aspect of self-reflexivity.     

Die „4-Level-Evaluation“: Messen der Ergebnis- und Prozessqualität im Coaching

“4-Level-Evaluation”: Measuring coaching success. Introducing a general and valid evaluation methodology, the “4-level-evaluation”, which will secure measuring coaching success and coaching process –without any limitation in terms of special tools or methods – and which every client will understand and appreciate. How to create a realistic evaluation bottom line, how to manage expectations to avoid perhaps disappointments, how to define possible coaching goals and how to eventually evaluate grades of achievement are explained and applied to a practical coaching case.     

Myers-Briggs Typenindikator — ein ressourcenfokussierendes Instrument für Coaching und Karriereberatung

Myers-Briggs Type Indicator — a useful tool for coaching and career counseling to identify clients giftsFor career counseling and coaching procedures the Myers-Briggs Type Indicator has proved a sound and well-designed instrument. As such it is a useful and effective tool which allows me to assess and analyze a client’s position. The four categories of personality styles yield a broad spectrum of insights and are subtly differentiating. The premises of the MBTI are the uniqueness of the individual and the respect for individual differences. Focussing on this premises and based on concepts originated by C.G. Jung this indicator establishes categories of cognitive functions. These will enable a client to gain a better perception of herself or himself and enhance her or his understanding of others. It is necessary, however, to embed the results of the indicator into a context of counseling goals, and for the benefit of a client solid counseling skills of the coach are essential. Provides these conditions, the indicator will support a client’s professional and personal development and can be used to demonstrate issues of work coordination and cooperation. Especially disputes become more matter of fact. The non-judgemental language of the Jungian concepts allows self esteem to grow and de-escalates conflicts. Once a common base is found new avenues towards action can be explored.     

Coaching und Neurowissenschaften

Representatives of coaching hold that coaching and psychotherapy largely overlap regarding concepts and methods. Therefore, they recommend to adapt from established psychotherapies like behavioral therapy or psychoanalysis scientifically proven concepts and successful treatments. However, psychological and neurobiological personality and effectiveness research demonstrates that the established psychotherapies reveal clear deficits in their working concepts and interventions. In general, the trustful relationship between client/patient and coach/therapist, called “working alliance” or “therapeutic alliance” turns out to be the most effective factor. There is no other form of interventions that is equally effective in all clients or patients. Thus, any coach must be capable of sufficiently identifying the mental state of the client, his/her unique personality, type and strength of his/her deficits and the available resources. Each treatment must occur in parallel at three different levels, i.?e. the mental state and memories, behavior and the manifestations of deficits and problems in the body state.     

„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.