CEO National Coaching Register - Coaching Training Process

Typical Executive Business Coach Certification Programme

DETAILED COURSE SYLLABUS

Note Module 1 is the key platform for the entire Executive Coaching Process. Therefore, the Module 1 Syllabus is set out in great detail to enable potential delegates to assess the relevance of the Course to their abilities and coaching ambitions. Modules 2 & 3 are shown in summary form.

MODULE 1. - “The Executive Coaching Model”

4 days intensive residential group training

Tutors  John Webster,  Sir John Whitmore, Kim Morgan,

Tim Roberts, Tom Preston, Keith Stott and Sir David White 

Module 1.  Part 1   Days 1-4. 

Presenter John Webster

1. Definitions 
1. Tennis ‘Player’ and ‘Coach’ relationship. The coachee is referred herein as the ‘client’.  Coach, mentor differences
2. Modules include : Short & long term, career, finances, health, family & domestic matters, ambitions/hopes & dreams.
    
2. Coach Commitments and fees 

a. Coach Commitments

• Available for 9-12 days per annum per client.
• Meetings at the Coach’s venue. Possibly 1 day at client business base observing relations above and below
• Access to coach for ad hoc advice, comment and guidance (including urgent out of hours contact)  via email, mobile and home phone
• Production of confidential meeting minutes for client and coach only and, where appropriate, non sensitive meeting reports to sponsor employer

           b. Fees Charged By Coaches

• Typically minimum £1.5k per day + expenses + VAT
• With reputation, approaching £5k per day at FTSE CEO level
• 9 days pa for 2 years = min £25k to £50k + VAT

3. Operational Structure

• Set up of sole trader business, partnership or limited company. Affiliation with existing business.
• Business registration, banking, VAT, national insurance, tax and accounting systems. (Optional) website creation. Email registration
• Corporate literature, marketing and business equipment; client research library.
• Specialised coaching equipment to include Digital Video camera, VCR, TV; Internet PC. and printer with confidential research and mailing facilities on 750k companies;  DVD, dictaphone and digital audio tape machines.

4. ‘Client’ categories

1. Young (age 28+) high flying directors being groomed for rapid stardom
2. Divisional MDs aiming for Divisional Chairman
3. Divisional Chairman aiming for PLC CEO
4. MBI/O teams
5. PLC CEO aiming for :

• PLC Chairman
• Bigger PLC
• New challenge

5. Modules
    
   1. Coaching.  Strategic Confidant for :

• Business tactics
• Board/management restructuring and succession
• Team underperfomance and replacement/upskilling
• Corporate underperfomance and reorganisation issues
• Confidential access to experts. eg :
  • Stockmarket advice
  • International entry/exit
  • Business sale/acquisition
  • Corporate or personal crisis tactics
• Personal life planning
• Finances
• Family & domestic matters
• Health
• Interpersonal issues at home or work
• Short and long term dreams, hopes, fears, obstacles, ambitions
• Hobbies and interests
   
2. Career change / progression including:
    
• Personal career development for promotion etc
• NXD while still full time
• Early or normal retirement  - with options including :
  • MBI/O *
  • Portfolio
  • NXD
  • Consultancy
  • Coaching
  • Turnaround
  • Projects  DD. Technical Appraisal etc
  • Business Angel
  • Interim
  • Community roles. Magistrate, NHS, School Governor etc
  • Lecturing, writing, conferencing
  • Trade Association, IOD, COC etc
  • Hobby/new passion. Golf, Art, Music, Sport
  • International travel/residence
  • Small business set up or buy
  • Retraining for new part//full time challenge via study. MBA. NLP. Chippendales etc

3. Outplacement:

• Arises from redundancy and sponsored by employer
• Emphasis on career continuation, change, reemployment
• CV production
• Career and life options
  • Salaried reemployment
  • MBI/O
  • Small business set up or acquisition
  • Retraining for new part//full time challenge via study. MBA. NLP. Chippendales etc
  • Franchising
  • Consultancy
  • Retirement and Portfolio roles :
  • NXD
  • Coaching
  • Turnaround
  • Business Angel
  • Interim
  • Community roles. Magistrate, NHS, School Governor etc
  • Lecturing, writing, conferencing
  • Trade Association, IOD, COC etc
  • Hobby/new passion. Golf, Art, Music, Sport
• Personal marketing campaign planning
• Target identification using technology.
• Target approach tactics
• Networking tactics and letter creation
• Team creation tactics re MBI etc
• Tactical interview briefings with CCTV analysis for meetings with Chairmen, Venture Capitalists, Head Hunters etc
• During redundancy phase :
  • Financial planning
  • Domestic, health, upskilling and time management issues
  • Psychological and motivational issues

6. The Process – Coaching Overview 

1.   Initial meeting (typically 2 hours) between Coach and ‘Client’ to establish rapport and chemistry.

2.   Thereafter, 2- 4 full day meetings at coach selected venue (typically 4/5 hours per meeting) over 3 – 8 week period determined by diary commitments on following modules:

• Production of CV, the programme ‘foundation stone’
• Identification of psychological drivers including Beliefs, Attitudes, Concerns, Hopes, Ambitions and long term aspirations. Specification of  Client’s definition of  personal ‘Nirvana’
• Comparison of the skills, commitment and benefits involved in life improvement/change options
• Creation of Prioritised Options List
• Creation of the Action Plan to achieve the agreed client objectives to include :
• Creation of separate PROFIT IMPROVEMENT PLAN for the client’s business.
• Creation of Networking management programme 

3. Recording of meetings

1. Meetings Minutes prepared by Coach and sent to Client with ACTION highlighted for every contact including phone, fax, email etc. (Exception where Client Report Writing training required).
2. Programme Continuity observance where other specialised coaches/experts are invited to work with Client.
3. Coach confidential recording of all other relevant meeting activity

4. Reports to Sponsors. Frequency, content, letter/email confidentiality, etc

5. Normally one day with Client in their work environment ideally observing them in meetings with colleagues and superiors

6. Thereafter, ad hoc advice and tactical guidance as required by Client, via meetings (of 1/3 hours duration) or email, telephone, videoconference, fax, letter etc

7. Periodic, at least quarterly, review meetings for remainder of programme period, by most expedient means. Face to face; telephone, email etc

Module 1. Part 1     Day 2. 

Tutor Kim Morgan

“Executive Coaching; ethics, relationship and boundaries

1.   Chemistry and Rapport Building with Client

2.   Rapport – matching, mirroring, pacing, reflecting back

3.   Demarcation lines between mentoring, life/career/commercial coaching, counselling and psychotherapy

4.   Precision language in coaching

5.   Tools to identify change

6.   Tools to effect change

7.   Know How

Module 1. Part 1      Day 3    

Presenter Sir John Whitmore

 “Coaching for Performance. The GROW Model”

1. Emotional Quotient. The importance of EQ compared with IQ
2. Areas particularly relevant for coaching
3. The quadrants of EQ
4. The GROW model of coaching
5. Key principles of coaching
6. AwarenessRealisation of peoples potential
7. Effective questioning
8. Personal Responsibility
9. Management styles
10. Recall
11. The mind as the key to personal improvement
12. Sustainability
13. Review
14. Motivation
15. Maslow’s Hierarchy of Needs
16. Management by coaching

Invited Speakers/Practising Coaches

• Networking
• Experience of telephone coaching
• Building client awareness as a powerful tool for change

          ‘Introduction to University of Chester and the Accreditation Process   

Speaker Tim Roberts

• Registration procedure and £1000 fee for delegates to apply for award of Post Graduate Certificate in Executive Coaching
• The University programme quality certification process & guidelines
• Maintenance of Delegate Manual and recording of study hours and topics
• Submission of 4000 word Paper
• Continued learning options for Master and Doctorate awards.

Invited Speakers

Tom Preston NCR Graduate

• Set up and marketing of an executive Coaching business
• Team and board coaching

Keith Stott NCR Graduate

• The new graduate's viewpoint on experience to date.
• The importance of extending skills with progressive knowledge of psychotherapy.
• A Personal View - Coaching as part of a non executive portfolio"

Presenter Sir David White

• Securing non executive appointments in today’s competitive marketplace       
• Creating a balanced portfolio        
• Non executive portfolio commitment and fees         
• Comparison of the coach’s role to the non executive director’s role
• Relationship
• Liabilities
• Roles  
• Responsibilities      

*** End of Module 1 ***

Module 2

Speakers. Kim Morgan,

MODULE 2. – Day 1

“The Coach's Toolbag”

Tutor Kim Morgan 

     Overview

      1.       The evolution of coaching from counselling and psychotherapy

2.       Origins of the executive coach’s toolkit. NLP’s part in the process

3.       The power of precise words; language, questions and listening

4.       Belief creation and distortion

5.       Belief identification and change = performance change

     The tools available

      1.       Matching & mirroring body language

2.       Eyes cues in coaching

3.       Sensory processing preferences and their power in the coaching process (VAK)

4.       Baseline states

5.       Anchors

6.       Personal history change

7.       Circle of Excellence

8.       Skill modelling and change

9.       Habit change (Swish)

10.     Hypnotic language. Milton Model

11.     Time Lines

12.     Chunking

13.     Neuro linguistics: Proactive thinking; Creative thinking; Logical thinking; lateral
    thinking; Emotional Intelligent thinking

14.     Behaviour/performance change 6 step reframe

15.     Negotiation reframing

16.     Belief Outframing

17.     The Disney Strategy

18.     Power thinking

*** End Of Module 2 ***

Module 3

Presenters  John Webster

‘Putting it altogether’  

Speaker John Webster

1.       Turning the jigsaw pieces into the picture

2.       Triad coaching practice

3.       Case histories

4.       Checklist use and adaption

5.       Set up of The National Coaching Register and membership thereof

6.       Delegate Forum

 ‘Executive Coaching. The institutional investors view’

Speaker Leon Kamhi. Director, Hermes Focus Asset Management Ltd

*** End Of Module 3 ***

Notes 

1. Strong emphasis throughout the coaching programme is placed on intensive examination of the client’s business P&L. Every aspect is examined with the coach to identify ways to increase PROFIT on which executives at this level are judged.  Invariably such joint confidential external examination by the client with a seasoned CEO/Coach will identify areas where P&L improvement can be made. With experience, Coaches may wish to base some or all of their fees on ‘success’ ie. profit improvement through the coaching process has recovered more than the coaching fee charged to the company.  

2. Module 1 includes extensive Case History exercises in P & L improvement. Delegates receive a detailed Analysis Checklist that facilitates the identification of areas of profit improvement which is a fundamental attribute of CEO’s Executive Coaching Process.

3. Where specific experience of a sector or function is required by the client and this is outside the coach’s own experience, the CEO network, and later The National Coaching Register will enable experts to be imported for the purpose. 

4. The qualification process requires delegates to complete three successful actual coaching assignments, each of minimum three days. CEO will help to mobilise these assignments in liaison with the delegates – and some of these assignments may arise through CEOs network. Delegates will be discouraged from seeking fees for these training assignments but may expect out of pocket expenses. In these cases, the receiving company must undertake to provide a written assessment of the coach’s performance that – if appropriate - can be used as part of the coach’s future commercial credentials. 

5. Many of the delegates invited to this programme have senior positions in organisations which already use internal or external coaches. It is anticipated that, as part of the graduates’ pre qualification entry into coaching, some initial assignments may be generated within the group itself.

6. The programme includes a recommended reading list which delegates are encouraged to commence prior to the start of Module 1.   

Graduation Procedure.   On completion of  Modules 1- 4, graduates will receive : 

• Chester University Post Graduate Certificate in Executive Business Coaching with designatory letters ‘PG. Cert. Executive Business Coach’

Thereafter, graduates may apply for relevant membership of the National Coaching Register which is under formation. Entry will be by invitation based on the delegate’s coaching performance and tutor assessment throughout the training programme.