We believe that executive coaching is a whole-person activity. All coaches, new or seasoned, bring knowledge and experience to their practices, yet, in a more profound way they bring their personalities, values, beliefs about adult growth, and their own unique styles of connecting with others.
Rather than advocating any specific coaching or standardized methodology iCoachNewYork encourages coaches to define their own approaches, drawing on self-awareness, experience, intuition and knowledge of the field of coaching.
We are committed to the importance for students to apply what they have learned and understood conceptually to actual coaching cases. Coaches need to practice coaching ideas and methods and then take opportunities to reflect on their experiences. Case supervision, offered individually and in groups, allows for reflecting upon and examining coaching options, choices and outcomes.
Actual coaching experiences are used as a springboard to understanding how executive coaching works and, by extrapolation, discovering each coach’s particular edges and blind spots. This makes our coach training more similar to an apprenticeship than a pedagogical experience.
We have a strong emphasis in helping coaches individualize their unique coaching approaches. Our preferred method is to ask every coach to consider and define, his or her own model of executive coaching. The Personal Model is an organizing principle for our courses.
Executive coaching is an organizational intervention, not only an interaction between two professionals. Like consulting disciplines, many elements of a coaching engagement require the practitioner’s attention, including contracting, stakeholder management, data collection, feedback, development plan creation and implementation. We teach coaches how to address each of these elements while simultaneously building a trusting and resonant relationship with individual clients.
Coaching can either be provided by external or internal coaches. We recognize the challenges from both perspectives and offer training to address them. For example, internal coaches may have the knowledge of organizational culture, context, leaders and rules written and unwritten yet need to carefully manage confidentiality boundaries. External coaches have less concerns about boundaries but are challenged to learn the internal aspects of the company in which the client works.
There are very few straight paths and sure-things in coaching. Consequently, worry, doubt, and second-guessing are a natural part of a coach’s experience, whether new or seasoned. Empowering choices in light of these uncertainties is a key element of our coach training program and process.