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.     

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.     

Karriereberatung eines Marketingleiters

Career coaching of a marketing managerThis paper describes the career coaching of a marketing manager, who is in a conflictual work situation and forced to make a decision concerning his professional career. The goal of this coaching is to increase the client’s understanding of the opportunities and risks of two job alternatives and to develop with the client a pathway for his future career. Coaching methods are the analysis of the current situation, the determination of important strengths and weaknesses, a discussion of his career expectations and an exploration of the future. The results enabled the client to weigh up the opportunities and risks of the job alternatives and allowed him to make a clear decision concerning his future career.     

„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.     

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.     

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.     

Imaginatives 360-Grad-Feedback

Nowadays 360 degree feedback has more and more found its way into organisations and companies. In this context, coaching is often provided or requested as a "follow up" intervention. This means in detail that results of the peer evaluation of the feedback as well as discrepancies with the client’s self-assessment (self-perception) etc. will be discussed. The aim of this article is to show that imaginative 360 degree feedback can be integrated in individual coaching especially applying the methods of psychodrama as well as gestalt therapy even without being based on a 360 degree feedback. This method primarily provides external coaches with basic information about the organisational setup of the coachee (person to be coached) as well as information about his/her professional environment.     

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.     

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.     

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.     

„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.     

Wirksamkeitsforschung im Führungskräfte-Coaching

In the article the author refers to his first paper reviewing 22 empirical studies in the field of executive coaching (cf. OSC 12, 3, 2005). Furthermore eight new studies are presented and existing research is critically analyzed. As a result implications for further research are suggested. Though the body of empirical research is still sparse and most of the reported studies had severe limitations, they provide evidence that coaching works. Access to the field of executive coaching is considered difficult for researchers but will be crucial for future research. It is hypothesized that conventional research focusing on average and not on individual changes is perceived neither helpful nor useful by practitioners. To meet practitioners’ needs, a client focused research is advocated.     

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.     

Implementierung von organisationsinternen Coaching-Programmen

Implementation of internal coaching programs in organizationsThe implementation of internal coaching in organizations requires a long-term preparation. A short-term realization and prompt outcomes of such large programs are not to be expected. The best qualifications of an internal coach is unprofitable, if the conditions of an implementation of such coaching programs are not prepared exactly. Further more, the coach has to make a lot of preparing work, e.g. to organize information meetings, to establish and to co-ordinate a pool of internal and external coaches. There are extensive requirements of an internal coaching, and before an implementation it is to calculate, whether the necessary structures are given or may be established.     

„Karriere nicht um jeden Preis“ — der Weg einer Coching-Klientin

?Career not at any price“ — the way of a female coachee This case study involves typical female topics: (1) the wish to please everybody in the role of a female management consultant, and as a result a professional life with permanent contradictions; (2) the question, at which price a woman will have her career. In the coaching sessions, the client was able to become clearer about her role and her behavior, to try out new behaviors, to imagine different ways of her career and finally to make conscious decisions.     

Zukunftstrends und ihre Implikationen für das Coaching

Future trends and its implications for coaching In this theoretical work the author analyzes the current personal requirements in labour and its psychological impact to individuals, taking a psycho-sociological perspective. Focusing the employee who nowadays has to act like an entrepreneur, this bears a new personal strain: to establish his or her value and bring it to the market. This changed view is contrasting the traditional labour relations and its psychological effects should be supported by coaching in the future.     

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.     

Coaching im internationalen Kontext

Executives working globally have increasing demands for coaching. International coaches need to understand the complexity and dynamics of global executive challenges beyond intercultural concepts. The author offers concepts and tools that bridge the worlds of global executives and the practice of coaching. She offers an easy to use translation between the degree and level of internationalization of an organization on one side and the competences needed for global executives on the other side. She tells the story of three real-life coaching cases. She discusses consequences of global executive coaching – using these cases – in four dimensions: content, social, space and time. Finally, she develops recommendations for global coaching and lists the unique requirements for coaches working internationally.     

Coaching in der Psychotherapie — Psychotherapie im Coaching

The author seeks a deeper understanding of the relationships between coaching and psychotherapy. He reflects first of all his own practical experience as psychoanalyst, coach, and as trainer/supervisor of coaches and psychotherapists. Therapy, he says, develops a long-range-approach of alleviating symptoms and helping to strengthen potentials in a close relationship between therapist and client. Coaching is more focused on short, exactly aimed interventions and acute problems in the relationship between the coachee and his job. Professional exchange between therapists and coaches should be encouraged, because therapist often are deeply ignorant of the professional reality of patients, and coaches tend to underestimate the relevance of personality problems which work against rational organizations of professional development and constructive relationships in teams.