KNOWLEDGESTREAM AT-A-GLANCE
The Future of Business Coaching
ABSTRACT
The Future of Business Coaching
PARTICIPANTS
OBJECTIVES
1. : Distill relevant trends and factors and identify relevant examples.
2. : Identify the range of needed capabilities and understand the feasibility of each.
3. : Create a capability roadmap priority of importance and feasibility.
4. :
End Date: Oct 29, 2018
CONTRIBUTIONS
ACTIVITY
166 Days
12 Themes
28 Contributors
721 Posts
591 Comments
319 Followers
OUTPUTS
11 Slide Deck
10 Video
THEME #1
What are the most important trends you are seeing affecting your coaching right now?
THEME SUMMARY
What is Coaching anyway?
- What is coaching?
- There is no one standard for coaching and no one certificate
THEME #2
How are you using technology in your business coaching practice?
THEME SUMMARY
Technology is changing the way people think about and practice coaching
- Videos calls are now popular.
- There are tools and technologies which can help run a coaching business.
- Meeting in person is still better than over video.
THEME #3
How much of your coaching is about self understanding and how much is about external communications?
THEME SUMMARY
Coaching begins with self-understanding as the source of the individual’s expression in the external world.
- Knowledge of self and external communications of self arise together.
- Personal “branding” begins with knowledge of self.
- Lines to be understood between the boundaries of coaching and those of other self-understanding modalities.
Self understanding and external communications arise together: two sides of same coin.
At the end of the day, a coach is really hired to help the client get results, and to do this you do need to delve into both pieces...I've never had a client that didn't delve into both at least a little.
In my coaching of internal employees it is always a balance of good self understanding along with appropriate external communication.
Coaching is not counseling.
One thing you have to be wary of though on the "self-understanding" side is not to allow the coaching experience to go into a counseling relationship.
My client’s “ah-ha moments” and commitment to progress occur in the context of what some might label a therapeutic relationship focused on external goals and emotional breakthroughs, not psychopathology.
THEME #4
Hard or soft lines around "coaching?"
THEME SUMMARY
Sharpness and precision in coaching comes with a gray and crooked edge.
- No hard and fast definition of what coaching entails where the rubber meets the road: Theory vs Practice.
- Use what works, unique to the client’s needs and unique to the coach’s wheelhouse of tools.
- Certifications at early practice levels helpful, at higher impact levels unnecessary.
- At the end of the day, outside the “lines” to the outer edges is where impactful coaching occurs.
Gray is the new black & white, squiggly is the new hard line around coaching.
We should attempt to enable a client to successfully address their explicitly stated needs and goals, but the interactive nature of a high-trust, growing coach/coachee relationship will move into areas where their unique connection/chemistry/toolsets can make a real difference.
Real World vs. Theory Coaching a person to maximise their own performance is achieved by helping them learn rather than teaching them. However we don't live in a B&W world.
The coach must move with their own innate sense/gut/call for “outer edges.”
The outer edges for me is pushing the relationship to a play that isn’t comfortable for the coachee. Almost always, when done right, that edgy coaching has resulted in increased trust and better-than-before advancement.
Our experience gives us the guidance, but instinctually, we know what to do next. It is an innate sense.
Certifications/Schmertifications
In terms of certifications, there currently is not a standard of what "coaching" is...many certifications are hybrid certifications...most certifications in existence...claim to be "coaching" certifications and they really don't teach any form of coaching
Strict coaching standards/certifications is a two-edged sword... it might prevent if errors or abuses by some who shouldn't be coaching others and it will certainly constrain those who are supremely capable of adding great value while using sound client-facing judgment in the process.
If there are lines, so what? Use what works and serves the client, if in your wheelhouse.
My toolkit definitely extends beyond coaching...Most organisations and clients are interested in whatever's needed to improve...less interested in methods and more interested in outcomes...I have 'drawn lines' before, and usually it's as simple as what they need is not an area of expertise for me.
I think that a coaching relationship can be dramatically improved when combined with these other methods...Many of my point's I've made through this series have been from a specific "Coaching" point of view, but that doesn't mean I believe that you have to only do coaching in a coaching relationship
THEME #5
Coaching impact across player skill levels and playing fields.
THEME SUMMARY
Coaching’s future is broad as more innovative and culture-conscious organizations establish footprints and a manager/leader dichotomy grays.
- Coaching gets its wings from the top and trickles down the line to a point of ineffectiveness, when training and teaching become appropriate.
- Both managers and leaders need soft-skill coaching inside of coaching-friendly cultures demonstrating long-haul, continuous-learning environments.
The value recognition of coaching starts at (or very near) the top.
In terms of entry points, the most typical points that I find are middle management as well the executive/owner level. I've gone both up and down but I don't typically go lower than middle management.
I often enter at the CEO/COO level and encourage the adoption of active coaching at all levels of the organization to build a culture of continuous improvement, lifelong learning, and long-term strategic intentionality.
Manager/Leader coaching may be different, but all to achieve the one desired “leder” effect.
In today's world, everybody with employee responsibility needs to be both a manager and a leader...in Scandinavia we only have one word for manager/leader = Leder. So from your very first team manager position, you are a team' leder' as when you are a department 'leder,' a company 'leder.'
I don't see a clear division of leadership vs. management as so often communicated by others, but rather believe that people at every level of an organization have opportunities to develop and practice both leadership and managerial prowess.
Coaching benefits everyone, but must be trickled down…and to possible diminishing returns.
A perfect engagement for me would be to begin coaching C-suite executives, enabling and inspiring them to step-up and provide similar coaching aimed at elevating the performance of their key reports, who would do likewise with theirs.
I wouldn't bring in an outside coach for lower levels of an organization. Rather, I would want my leaders to learn basic coaching skills, so that they can combine teaching, mentorship and coaching with the lower levels to help them develop into a better part of the organization.
A long-term coaching-friendly company culture is necessary.
It gets imperative that companies treat humans as humans! This requires sophisticated soft-skills, as leadership and empathy. Due to this, organisations have to invest more in their individuals to keep them efficient, what includes also classic mentoring, but also coaching, if required.
The environment most conducive to coaching is one that understands the benefits and makes it part of their culture. Seems simple but, in many ways, it is disruptive, particularly for very established organizations.
THEME #6
Business coaching, past, present and future.
THEME SUMMARY
Business coaching, once stigmatized and only performance corrective, is now a sign of conscious, forward-thinking organizations.
- Coaching depth, breadth and frequency are increasing, and fresher generations are expanding it.
- Ways and means of coaching will be impacted at some or all levels by artificial intelligence.
Coaching used to be a corporate fix, now it’s mainstream and more frequent.
my experience in the last decade has been that coaching...has become much more socially acceptable...I imagine (or, rather, I hope) that business coaching of the future will be more integrative, bringing in more wisdom from science, art, music, and perhaps even some spiritual practices
10 years ago, coaching was still something that many people associated with performance/teamwork shortfall remediation...Today this has changed and coaching no longer has that stigma...In fact it is now usually seen as evidence of a thinking, caring, future-facing company and workplace culture.
The sponge for and adaptation to coaching by millennials ensures a bright future.
I've seen many instances of entry-level employees "catching fire" in a learning company environment and growing rapidly by picking up many of the skills that a more robust, directed education should have previously provided.
Recognizing what these new-to-the-workforce Centennials/Gen Zers are bringing and how they will mix (and lead!) will be yet another change in this continuum.
AI coaching/bots are on the rise, with a comfortable Gen Z market.
It can be assumed that Generation Z, as being socialized with Alexa, Siri and Cortana, feels comfortable in the interaction with the AI...They have complete other claims and goals. Due to this other cultural, technological and social challenges for the business coach!
Coaching needs not only knowledge, but also empathy. So today there are still no efficient virtual coaches. If we see the fast pace with which AI advances, in 10 years from now, such software will exist. This at least for the more basic needs. Who has the budget, may still prefer the human coach.
THEME #7
Cross-cultural ramifications of all that has been discussed about the future of coaching.
THEME SUMMARY
Coaching is a global phenomenon; its style and receptivity, a regional one.
- People are people, worldwide, and generally/genuinely seek improvement.
- Regional or cultural difference may require tailored messaging and unique awareness or approach.
Specific regionalized mindsets reveal themselves.
The more 'macho' the business environment, the less likely to see mentors and coaches. It wouldn't do to be seen needing a helping hand, would it?
The big difference between "traditional" eastern cultures and "progressive" western cultures is the clarity with which they view helpful, internally-sustained value-added coaching/mentoring vs. using more self-indulgent "coaching" services from external resources.
Underneath all the cultural diversity, people are people.
basic understanding and empathy toward different cultures, recognition that there are sometimes more than one way to do things "right"...business etiquette can vary significantly...BUT...commonalities far outweigh differences. The great majority of people and their intentions are good and truthful
Working in one org, we ran some coaching related training for all 16,000 leaders worldwide. Same content, same program and it worked everywhere.
Coaching impacts equally on a global scale, yet delivery may need to be different.
I'd expect coaching to develop differently in different cultures, just as we do most things differently, but the basic principles of helping people make their own sense of their lives and decisions still hold true in all of them.
employees all around the world can follow the same guidelines and processes...with the same efficiency. It is a sign of respect if the coach gives the same message in all different locations, employees are able to understand...The global message stays...but the wording hast to be locally adapted.
Location, location, location.
I have been coaching in Europe, North American, China, and Malaysia. …I found that in China and Malaysia trust took much much longer to build and that they were far more looking for guidance and training. I found that the concept of coaching, espicially in China, was hard to grasp
I found that in the Southern European more male-dominated cultures, in general, the men did not want to be vulnerable and take the time to reflect as the women did. However I see that in some Scandinavian men also to this day. :-)
THEME #8
What are the specific wants and needs to be addressed in the future of business coaching?
THEME SUMMARY
The more things change, the more they remain the same. (Jean-Baptiste Alphonse Karr, 1849; Bon Jovi, 2010)
- Safe stuff is staple stuff.
- New organizational cultures, generational attributes, and innovative technologies require coaches to be ahead of the curve…walking the talk.
Certain timeless issues will always demand addressing, regardless of it being the “safe stuff.”
In spite of nextgen hype, key coaching issues remain timeless…The fact is that the hindrances to solid professional, managerial, and leadership performance are as old as man's history…Guys who are too cool or cutting edge to handle the basics will soon fall
Don't throw away "listening skills" or "purpose finding", these are essential needs. But trust is the currency of transformational leadership, so you have to focus on developing skills that foster trust.
The future will definitely require factoring in new approaches, audiences and technology.
If coaching is on the cusp of disruption in the face of exponential change, coaches need to prepare now to find exponentially better ways to add value to the leaders and organizations they work with. Waiting only makes it more difficult to keep up
It is essential as a coach to stay on top of the conditions in which our businesses operate and effectively guide our teams through the many changes that happen.
THEME #9
As coaches, how do we specifically trust/question what we know and don’t know to support others/organizations to do the same.?
THEME SUMMARY
A Coach & Coaching Environments Formula: continuous curiosity, trusting gut instincts, while authentically standing in who you are.
- Trust arises within the coach, as well as inside of coaching relationships, through not “knowing” but being curious.
- Authentic alignment between Coach and Coachee is the critical first step to opening the door to discovery together.
A wise coach keeps an open mind beyond what they already think they know.
Don't trust knowledge, trust curiosity. I try not to trust what I (think I) know. I'm happy to know it, and to have it there as a useful option, but I also try to use questions a lot to test my understanding and my choices.
Keep Asking! As a coach I have to use such an open mindset and actively challenge myself, including beliefs…Continuous learning is not only one of my key messages as coach, I also have to apply this for myself.
The coaching/coachee growth and learning relationship is symbiotic.
To me trust doesn't come from what you know - it's more about how you show up, and your ability to be resourceful for yourself and the client and whatever happens in the conversation. That allows for what you know to change.
A willingness to roll up the sleeves and get dirty with the clients issues is also a good way to engender trust.
Self-trust by coaches, warts and all, demonstrates same for clients.
the best thing to do is to trust your instincts. None of us are infallible and will all make mistakes along the way….Every person that I coach will make mistakes as well, part of my job when coaching them is to teach them to pick themselves up and move on with their learning from this experience.
Socrates said "I know that I know nothing". On the other hand it is part of human nature that we want to keep up a positive self-picture, which includes being "owner of the truth". Being open to all information, means also to change one's opinions. Learning is a continuous challenge
Yet, being willing to stand firmly in what you “know” elicits trust and respect.
People Can Trust You When They Know Where You Stand. Although not every coach will be able to serve every client, the coach should be clearly forthcoming enough about what perspective, beliefs, and proven/tested expertise they bring so that prospective clients can intentionally select.
Certain things are non-negotiable and should clearly be laid-out between coach and coachee at the onset of their relationship. Other desired aspects will be discovered as the two parties learn how to maximize the impact of their engagement with the coachee's objectives in mind.
THEME #10
What specific companies are the best examples of the future of business coaching, and what makes them the best models?
THEME SUMMARY
Business coaching “best practice” models exist, and on opposite ends of the cultural spectrum.
- Bullet Point 1: Something old, something new.
- Bullet Point 2: Something conventional, something Goo.
Based on particular cultures, certain examples do exist.
a company culture...determines the atmosphere in the different locations...Toyota is a positive example, especially if you’re system- and group-oriented. People who appreciate a more individual approach may like Siemens. Employees who appreciate a more Latin-culture may like the Ferrari-corporation
I believe that Google is on the top of the list of embracing a coaching culture and an inspiration for many other companies…With their routine for analyzing what works, they keep coming back to the fact that those managers that are good coaches deliver the best results.
Conventional vs High-Tech cultures impact the “future of business coaching” which is most applicable.
simply seeing individuals "become the best version of themselves"…can be fine for small-scale entrepreneurs or for those who are part of a firm built around a culture that encourages such self-expression, but it's clearly not what many conventional process-oriented organizations are seeking
Resources — money, data, and the ability to analyze that data — sure help, don’t they?! Leveraging intel to coach helps provide those less experienced with instant “mileage” or experience.
THEME #11
What's your winning analysis of the trends of business coaching moving forward?
THEME SUMMARY
Trends are evident for the future of business coaching…but a comprehensive and unbiased grasp of them is yet to be found.
- Commercial bias and industry-body “group think” may produce inconclusive surveys.
- Commoditization of coaching and the impact of Artificial Intelligence are clearly trends in the making.
- Despite surveys, integration of technology and survey forecasts, the human factor will always uncontrollably factor in.
Any survey will be inconclusive because there’s no cookie-cutter forecast when human beings are involved.
A complete list, nevertheless all situations are different, so what was relevant, stays relevant: The coach has to take time to understand the particular situation of the group or individual, and build up on this the individual approach.
Over the years, we have all read so many books, listened to speakers and learned about various modes of leadership. Personally, I think that the reason there are so many is because of the number of situations that are dealt with and require flexibility.
The survey respondents may be a skewed audience, non-representative of the true future of business coaching.
I read such data analysis from coaching certification groups such as ICF with a bit of healthy skepticism...None of these certification mills, to my knowledge, turns paying folks away because of a lack of professional/leadership/life perspective or proven experience.
take...with a large pinch of salt...a survey from ICF...of people in ICF's orbit. I've said it before... ICF has something over 25,000 certified coaches worldwide, so one of the biggest, but hardly universal. And, as with all certifications, it tests passing tests, not quality of impact.
Trends are represented, for sure, but not all angles considered.
It's encouraging that all three columns see the trend toward integrating coaching into "leadership development" and see more recognition of "leaders as coaches" as a healthy, integrated path toward progress.
There is nothing in that list directly about developing the nature of coaching itself. There are things 'at the edges' - supervision, team coaching, even using tech and platforms, but where is the thinking about how the nature of coaching as a skillset might evolve?
Perhaps there are some AI wake-up calls in the offing?
worries me most...is the last one - AI eventually replacing human coaches. I've no doubt that AI could be useful, and add something extra, but replacement is a big leap. The fact that close to a third of people agreed tells me they have worryingly simplistic understandings of both coaching and AI
they all agree that AI is the least dominating trend. But we actually do not know what AI can do in the future, so we might be in for a surprise. If we are in for a surprise and AI suddenly proves really effective in coaching, this will influence our fees, the certification business etc.
THEME #12
Your closing thoughts and last words in this expert panel discussion on the future of business coaching?