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SUMMARY FINDINGS FROM THE INTERNATIONAL EXECUTIVE COACHING SUMMIT
II:
COMMUNITY, BEST PRACTICES, AND FUTURE PERSPECTIVE
Sponsored by the International
Coaching Federation Conference
ICF Conference - October 2000, Vancouver,
British Columbia, Canada
Compiled by: Dr.
Lee Smith and Dr. Jeannine Sandstrom
CoachWorks International, Dallas,
Texas
Abstract: This is the second annual White Paper
presenting outcomes and conclusions developed by a community of Executive
Coaches attending an International Summit for purposes of further defining and
refining the burgeoning Executive Coaching profession. The objective of the
second Summit was to extend collaborative processes for the global benefit of
the profession, to delineate the best practices and framework of executive
coaching and to envision a glimpse of the future of executive coaching.
This Summit concluded that collaboration in the executive coaching
industry must happen, that the Best Practices of Executive Coaching must be
identified and made globally available, and that the future of the profession
is at a critical crossroads. The extreme level of collaboration that was
displayed by the participants pointed to positive potential for future
realization of grand visions for the profession although the product of their
efforts produced more questions than answers. In the end, the Summit reached an
activity level compelling the group to action and connection beyond the
limitation of annual summit meetings.
TABLE OF CONTENTS:
Introduction
In 1999 the first Executive
Coaching Summit was held out of a need to begin to distinguish the profession.
Organizations were beginning to see the need for having coaches work with their
executives. In response a nucleus of leaders in the executive coaching field
desired to identify for the world exactly what executive coaching is and the
competencies for delivering such services.
The first Summit was such
a huge success that a second one was planned for the year 2000. This paper
serves to review the themes and conclusions from a very collaborative group of
senior executive coaches who began to deepen the understanding of the community
of executive coaches, the best practices they use and the future of the
profession.
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Purpose of the Executive Summit
II
As background for the year 2000 Executive Coaching
Summit II, the group drew upon the giant strides made during the first Summit
held in October 1999, at the International Coach Federation Conference in
Orlando, Florida. During that first collaborative effort, the much-needed
definition of executive coaching was developed, levels of competence required
for Executive Coaching were identified, and primary distinguishers,
proficiencies and strategic rationale for hiring Executive Coaches were
outlined. Also, briefly explored were coaching tools, industry trends and
ethics. In the first Summit, the boundaries and borders were established.
At the 2000 Executive Coaching Summit II it was time to paint a bigger
picture and provide cohesion and collaboration among the broader community of
Executive Coaches.
The two preliminary objectives for the Executive
Coaching Summit II were to develop and serve the needs of the burgeoning
community of senior level executive coaches and to delineate the best practices
and future scope of Executive Coaching as a profession. Establishing a network
and community of the participants was at the core of all interaction throughout
the two-day collaboration.
The group determined that it had four main
purposes for meeting in this manner:
- To build upon the
work and results of the previous summit
- To do this through a
fully collaborative process in order to reach well beyond the individual and
raise the bar on the profession itself
- To determine the
core best practices of executive coaching
- To acknowledge the
present status and societal influences on the profession and envision future
possibilities
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The Group
Profile
This esteemed participant group consisted of 30
senior level Executive Coaches (see listing of
participants at the end of the article). Considered in the profile are
gender, years of experience, background of entry into the coaching field,
percentage of income in their career coming from executive coaching, business
delivery system (internal, external, solo, group) and attitudes or descriptive
perspectives about the field of executive coaching itself.
Out of the
30 participants, there were 15 women and 15 men. The range of experience in the
field was up to 35 years, with a mid-range of 7 to 9 years. Those with
experience beyond 20+ years admitted that coaching services they were
delivering early on were not identified as "Executive Coaching" but rather
leader or management development.
The range in the percentage of
income derived solely from the practice of executive coaching was also very
widespread among the group, from a low of 5% of their income to the maximum of
100%. The majority of them (53 percent) received most of their income from
executive coaching, about 33% received about half of their income from
executive coaching and about 14% received less than a fifth of their income
from executive coaching with varying other resources to deliver.
It
was also determined that those who have incomes from other sources do so
through providing resources of training, consulting, publishing and writing,
teaching, strategic processing, facilitation, product sales, strategic
planning, executive recruiting, mentoring, leadership development, management
and administration, organization assessment and change consulting, personal
growth workshops, psychotherapy, internal strategic planning and coaching, and
marketing. One member is the President and owner of a graduate school.
Executive coaches, as an industry group, have a very broad spectrum of
supporting areas of business excellence.
The group was also diverse in
its method of providing services, whether internal to corporations or
externally contracted. This group of participants was equally divided between
being external to organizations in either solo practice or groups of two to
five persons, and internal to larger companies.
None of the
participants entered their careers as a coach. The professional portals through
which they entered the field of Executive Coaching are numerous areas of
expertise including, executive, engineer, management consultant, psychologist,
caregiver, and organizational development consultant.
This group of
Executive Coaches also had different short descriptive words to describe the
essence of the EC field. These adjectives were both positive, but also
challenging in variation. On the one hand, the group used words reflecting a
positive stance on the field such as: exciting, satisfying, making a
difference, emerging, evolving, cutting edge and making a big difference.
Concomitantly, words used to describe the challenges of the profession were:
confusing, changing, ill defined, lonely and results oriented. Whether positive
or challenging, these terms show us what the entire profession is experiencing
- a sense of excitement and adventure on one hand, but a very real need for
definition and community on the other.
In Summary:
The
resulting collective profile shows that there is a good mix of both men and
women in the field with a mid-range in this group of approximately 7 to 9 years
of experience. The majority of senior Executive Coaches draw the majority of
their income from their work as coaches, and others mix the coaching with
various deliverable resources such as consulting, leader development,
facilitation, training and management.
Collectively, they are both
external and internal to the organization, and external Executive Coaches work
both in solo practices and small group alliances. They also entered the
profession from various other professions, not having begun a career as a
coach. The previous professions provide necessary wisdom from varying fields of
expertise.
These Executive Coaches agree that there is much work to be
done to have the profession more completely defined, fully collaborative, and
thoughtfully structured. They all hold both an excitement for their work and a
need for community and distinction to the profession.
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BEST PRACTICES
Senior Executive Coaches have delivered services over periods of time that are
replicable and codifiable. Replicable practices that are know to work well with
good outcomes then become "best" practices, a common business term that
indicates validity of use because of its known success. Once discussed,
challenged and upgraded, they then become business models for other Executive
Coaches to use.
The parameters for the identification and distinction
of best practices in this gathering of Executive Coaches was that each practice
had to be:
- Identifiable
- Distinguishable as
executive coaching (as opposed to other services, i.e., consulting,
etc.)
- Discussed in terms
of critical success factors
- Replicable
For organizational
purposes, the group established the following six areas as the foundational
framework for the Best Practice for Executive Coaching:
- Best Practice 1 -
MARKETING (sales, referrals, etc.)
- Best Practice 2 -
CONTRACTING (pricing, structure, exit strategy, etc.)
- Best Practice 3 -
MODELS FOR EXECUTIVE COACHES (processes, interaction, practices, etc.)
- Best Practice 4 -
CLIENT LEARNING AND DEVELOPMENT (content, processes, etc.)
- Best Practice 5 -
MEASUREMENTS OF SUCCESS (producing outcomes, evaluation, etc.)
- Best Practice 6 -
ALLIANCES AND COLLABORATION
Using these six
areas of practice delineation, the group contributed the best of the best of
their definitive methods in a collaborative effort to determine what the
distinguishable Executive Coaching best practices are.
This group
determined that there were two caveats for the inclusion of Best Practices
descriptions in the White Paper. It should be noted here that there is some
overlap of practices with other professions who deliver similar services,
particularly in marketing and contracting. Pointed out below are the basic
practices complemented by those distinct approaches indicative of Executive
Coaching singularly. The group also believed that this discussion reached only
a primary level and that in-depth work on an ongoing basis was needed to ferret
out the specificity required for conclusive models. This is their starting
place.
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Best Practice 1 -
Marketing
The Best Practice of marketing for Executive
Coaching Services is both similar to other services and unique in its specific
audience needs. A marketing plan is required for both internal coaches as well
as external coaches, complete with lead generation, definition of target
markets, development of network referral systems, time lines and follow through
to completion. These practices are not unique to the Executive Coaching
profession.
What is unique in marketing for Executive Coaches is that
executive leaders will demand proof of credibility for working at the highest
levels of organizations, request a list of references at those levels of
organizations, require high levels of exhibited competencies as well as comfort
for being in the same business arena as the executive himself or herself.
An Executive Coach will build business through direct referral, word of
mouth and brand marketing of proven methods that have a track record for
executive and leader development and results orientations. Marketing materials
must present value propositions that offer development of outcomes that equal
or exceed the value of the engagement. One of the most impressive items to
catch an executive's interest is any "Return on Investment" description.
Another unique difference is that marketing at the executive levels
requires a development of long-term relationship and collaboration. Executives
want their Executive Coaches to be partners, not vendors. Executive Coaches are
expected to have business acumen and presence that fit both the boardroom and
the golf course. The relationship itself is different than any other
professional service to be delivered.
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Best Practice 2 -
Contracting
While a handshake agreement may be all a
leader and his or her Executive Coach needs, the corporate contracting required
at the executive level is often more complex than other types of coaching
contracts. It is now common practice to have complex contracting with basic
confidentiality statements as well as Non Disclosure statements. Signatures are
required by several individuals who hold the coach and executive responsible
for getting the specified results. It is also common practice to require
professional liability insurance as well as general liability. The complexity
of the contracts also addresses such issues as ownership of intellectual
property, risk behavior, termination and or renewal arrangements as well as fee
arrangements.
Above all, the most unique aspect of contracting for
Executive Coaching services is the requirement of supplying a coaching and
leader development plan in the contract that includes observable behaviors that
demonstrate change and progress, as well as the expected business impact on the
organization. The shifts and changes that leaders make at the executive levels
have a much wider and deeper impact than other levels of management in the
organization. Consequently, these changes are carefully planned, measured and
adjusted during the course of an engagement with appropriate feedback
loops.
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Best Practice 3 - Models for
Executive Coaches
There were many practices and
approaches discussed, many of which could be used by any coach with any
population. Models that distinguish Executive Coaches fall under the umbrella
of the coach as a model leader. To be leader coaches, they must have studied
and practiced leadership. They then know the importance of having their own
personal vision, leadership skills and replicable desirable behavior. The coach
needs to operate as a "thought leader" in order to form a trusting, yet
challenging partnership with the executive. The coach must have the ability to
identify their own critical success factors as they help executives do so. The
coach must understand how the organizational and global systems work in order
to see the big picture for themselves as well as their executive client.
For each of the statements above, the coach has developed a model (or
replicable practice) for use in development of his or her client. The most
important approach is the understanding that in order to meet the executive
leader on a level playing field, they will have already experienced and
practiced this and integrated it into their everyday lives.
Executive
Coaches go beyond being implementors of someone else's coaching model to become
inventors of coaching models. The ability to do this seemed common among Summit
participants and, in fact, an almost necessary part of distinguishing their
practice. Inventions come from desire to create customized solutions for high
impact leader executives.
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Best Practice 4 - Executive Leader
Learning and Development
In this Best Practice,
Executive Coaches are seen as teachers, just as many leaders are now being
considered as teachers. They are concerned with how an executive leader learns,
the process with which to facilitate learning, and the context about which to
learn. Since leaders almost never have the opportunity for formal learning,
Executive Coaches provide the necessary "real-time" learning around the issues
they face, the roles they play, the results they want and need, and the
competency development needed for increased levels of performance.
One
practice provides a 3-stage process for learning to get results. The 3 stages
focus on mindset and action that equal results in 3 context areas of personal,
interpersonal and organizational development.
Another key learning the
coach facilitates is role identification. The executive is encouraged to
identify the primary roles (usually 3 - 5 roles) to focus efforts. Such roles
as vision caster, teacher or creator are designed as contexts for learning.
Using this practice assists a leader in determining the primary competencies
for the position.
Finally, a learning practice is one of providing
methods for meaningful conversations. The coach sees himself or herself as a
barometer of where the executive is in thought processes. The coach asks
questions to draw out deeper, more meaningful conversations. Such questions as
"What am I thinking or feeling that I am not saying?" or "What is going on that
leads me not to say it?" has the leader use both cognitive and emotional
expressions with the conversational context. Once this is practiced, the leader
can then use a similar method to repeat with his or her direct reports.
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Best Practice 5 - Measurements for
Success
Understanding measurements and putting
measurements in place as a part of the executive coaching relationship are
critical to a coach's success. Utilizing results achieved in previous
engagements is a key part of marketing for an executive coach. The Summit
participants identified the following as objective measurements to be
utilized:
- Organizational
success
- Organizational
climate
- Emotional
Intelligence
- Benchmark and
milestones (contracted)
- Baselining
assessments (measured pre- and post- engagement)
- Satisfaction
(employee, executive, customer)
Executive Coaches
conduct more assessment work than most other coaches. There is a wide range of
test batteries that can be done, including climate surveys, emotional
intelligence competence, the balanced scorecard and style differentiation.
The most common assessment is 360 Feedback, which is used for professional
development and performance planning. Typically every Executive Coach is very
adept at conducting this feedback process. This feedback approach is gaining in
acceptance as more users are dedicated to having it be an objective and
positive experience. Any of the assessments used in executive development are
often used as a baseline to measure progress in the coaching. Using a pre-test
and a post-test verifies the real shifts in behavior that are also
observable.
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Best Practice 6 - Alliances and
Collaboration
One of the strongest themes for
participants in this group was the need to collaborate together. The Summit
itself was set up to create an environment of collaboration and that was one of
the ways the participants said they were attracted to attend.
Because
there is only beginning to be available executive coach training, formal
academic training for career professionals and professional organizations
focused on learning for this group, the participants were willing to come and
share professional growth and development by aligning themselves with each
other to form a new community of professionals. It was strongly stated that
they wanted to align with each other in the following ways: to make alliances
for delivery of large contracts with identified objectives, to form a pool of
high-quality Executive Coaches, to share intellectual property, to promote the
profession, to identify and develop resources and referrals, to share values
and ethics, and to learn about and grow the profession.
The primary
distinguisher for this group versus other coaches is that there is a need
within organizations for large groups of executive coaches who coach from a
consistent focus and methodology. Since coaching has a rippling impact on the
organization, companies are advised to find a group who can deliver services
that will be consistent across the board as they roll-out a shift in the way
executives work with their teams, the way managers coach with their employees,
and the way the culture shifts when the delivered services are in place.
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In Summary of Best Practices
Executive Coaches are in search of a wide array of methods and modalities for
delivery of coaching services. They also want to apply the coaching first to
themselves so they can "walk-the-talk" and "fit in" nicely with the executives
with whom they work. We have distinguished in this paper the primary Best
Practices that are unique to Executive Coaching from the professional approach
of other coaches for different populations.
Marketing and Contracting
at the top levels of organizations requires an extensive credibility feature
with proven track records that get identified and written into what sometimes
may be complex contracts, which also require professional liability insurance.
Executive Coaches then serve as a leader and model to their clients as they
have done their own development before developing others. The development and
shifts that get created within the coaching relationship surround the idea of
"real-time" learning which can be measured for identifying the return on
investment of dollars spent for the services. And finally, this participant
group of Executive Coaches has a strong desire to align and collaborate with
each other for the purpose of delivering very high quality services for the
executives with which they work.
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Perceptions of the
Future
Before spending any more time on the delineation and
definition of Executive Coaching, the group felt it would be helpful to explore
the general population's consensus about the future of not only Executive
Coaching, but also the economy and society in general, which dramatically
influence the Executive Coaching profession. As varied as the group's profiles
are, so were the responses to the question of the public's perception of the
future.
When considering the economic future, responses ranged from
great financial potential to impending crashes. There was consensus that in
spite of varying opinions on money, there would be increased opportunities,
more of a desire for collaboration instead of competition, and the hope that
the future would bring us closer to placing food on every table. A widening gap
in the the polarity of the "haves" and the "have-nots", however, was also
voiced. One very real concern for the corporate future was discussed - the
retention of employees as people race more and more quickly from career to
career and job to job.
As the group considered our individual and
community social futures, a number of concerns surfaced: the future of the
family (including the issues of divorce and separation on second and third
generations), entitlement, human rights, and differences in cultural visions
and possible contention between modern, pre-modern and post-modern social
orientations. The issue of potential disengagement both from the corporate
world as well as other people in general was discussed, along with a growing
concern about the exhaustion of the "corporate athlete." Some people in the
corporate world who see others seeking new opportunities, including those who
strike out on their own, may become alienated. While the group agreed that
collaboration would be a definite trend of the future, it also considered the
potential for division and alienation among certain groups.
The future
of Executive Coaching obviously brought lively discussion that created a great
deal to consider seriously. As the discussion continued, the group agreed that
Executive Coaching was at a defining moment: is this just a passing fad, or are
we in for a cultural explosion in this industry? By all indicators, Executive
Coaching is here to stay. Executives are pressured more to keep up. There is an
increasing need for just-in-time learning. Organizations are recognizing the
return on investment in executive coaching. With this realization, however,
comes again the underscoring of the staggering need for increased
standardization of the Executive Coaching industry, continued and increased
coach training, specialization of coaching practices, and the ability to
competently supply the ever increasing demand for Executive Coaching
services.
The discussion regarding the future of Executive Coaching
raised two fundamental questions:
- How will we find
and engage trustworthy community to co-deliver these needed
services?
- How will we, as
individual coaches, find the companies we trust to co-deliver with
us?
These questions have
elusive answers, but this summit is committed to finding them and building the
collaborative framework for such a trustworthy and accessible community. Once
again, the taxonomy of coaching is primary, followed by education, training,
assessment of progress, metrics and the overall aim of industry
standardization. This group realizes that the task is daunting, and we have
only scratched the surface.
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Important Future Issues for
Executive Coaching
In addition to overall standard setting,
as a brief summary to the discussion regarding the future of Executive
Coaching, the following issues were suggested as those being critical for
consideration:
- Professional
risks
- Continued
training
- Individual vs.
corporate effectiveness
- Innovation and
creativity
- How to leverage
affiliations
- Walking their
talk
- Establishing
communities
- Knowledge of various
business models
- How to support one
another
- Force of
community
- Balance and
pacing
- Modeling for
clients
- Personal future for
executive coaches
- Knowing when you're
the best you can be
- Scaling
issues
- Best practices and
keeping ahead
These are but a few
of the many questions and issues that must be considered and addressed as
executive coaching goes global. Right now between 100,000 and 200,000 people
are calling themselves coaches. The work this Summit is doing right now is
critical to the future of Executive Coaching.
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Shaping the Future: Asking the
Right Questions
The Summit engaged in an envisioning
process to consider how it can shape the future of Executive Coaching by
deliberating these critical questions:
- What is the vision
for the future of our profession?
- Where are we
relative to the vision?
- How do we build the
bridge to the future?
- Who are we going to
be, collectively, and why, what and how?
To further frame
responses, the above questions were specifically targeted to four critical
areas:
- The Changing
Marketplace and Global Influences
- Customers/Clients
- Professional Growth
and Development
- Driving
Passions
Once again, the time
factor for these considerations limited the responses to the establishment of
brief applicable statements and the identification of important issues
pertaining to each of the above areas. Considering that such an uncertain
future, no matter how bright, is steeped in conjecture and personal opinion,
these discussions actually generated more questions than answers. Highlights of
this visioning process are presented below with a hope that they will trigger
continued thought stimulation and ongoing expansion and delineation.
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The Changing Marketplace and Global
Influences
The Summit envisioned an enormous explosion
of consciousness in other cultures to have an impact on the Executive Coaching
profession. With huge advances in science, technology, bio-medical fields, and
genetic engineering, they anticipated greater challenges, needs and
opportunities to make an impact through the Executive Coaching profession. The
group envisioned a world where although the financial bottom line is
immediately obvious, there would be a realization that the real bottom line is
fulfillment of human needs at a personal level. Executive Coaches will be in
great demand to assist in meeting those needs. They could foresee a world where
what works in corporations could have a large impact at a global level with
regard to the value and treatment of individuals and therefore, Executive
Coaching Best Practices could have more of an impact on social engineering
worldwide.
Currently, Executive Coaches are in the role of influencing
the influencers. In order to bridge the gap between where the profession is
today and that vision of the future, Executive Coaches must have an
understanding of the nuances of global competition. Education in global
cultures is badly needed for Executive Coaching across boundaries in
preparation for ready deployment.
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Professional Growth and Development
In looking to the future of professional growth and development, the
Summit group envisioned that this would be absolutely as fundamental then as
now. The perspective on professional growth and development was expected to
change with regard to the need to think globally as executive coaching becomes
an industry itself. As Executive Coaching influences the lives of leaders,
possible expansion to other, less politically influential yet high impact
levels, is envisioned, as in the establishment of academic levels in coaching
(i.e., K-12). Additionally, the future of professional growth and development
would be to bring more of a connection between rest, recreation, and renewal to
success in corporations.
Today, Executive Coaches are already
addressing the need to learn fast vs. learn deep and deliver just-in-time,
just-in-case, just-enough coaching. More of the same is expected. To bridge the
gap to the future, Executive Coaching would be multi-tiered with multiple
service providers, and would be reciprocal with learning. In fact, the Summit
envisioned in the not very distant future Executive Coaches as trustees of
graduate business school programs to offer increased consciousness and guidance
on the tremendous impact that the industry as had and can have on bottom line
measurements.
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Customers/Clients
The future
hopes for customers and clients would be that Executive Coaching offers more of
all that brings balance, happiness, respite and retreat. Much of the discussion
of what the future holds in this arena centered on the topics that Executive
Coaches already see as producing those results today. Focusing on the
foundational elements of understanding what customers and clients are facing,
and fostering strategic thinking and understanding of systems, as well as
incorporating technology, bringing awareness with regard to the powerful impact
of emotional intelligence, and creating collaborative environments are elements
of the industry now. And they will continue to be the bridge to the future.
Executive Coaching does now and would continue to afford a certain level of
managing diversity, integrating the disparate, providing sanctuary and
introducing spiritual elements to the workplace.
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Driving Passions
The Summit group
envisioned a world where Executive Coaching has a tremendous impact on the
expansion of human possibilities with a focus on a keener belief in human
potential. The implication would then be that people would more readily desire
to connect with life mission, accept being challenged to live big and would
more readily step into a place of greatness. Executive Coaches are today
experts at the connection between Being, Doing, and Results. Therefore, they
would be a tremendous resource for others in the transition to such a future.
The key bridge to the future for this arena was cited to continue being who we
are as Executive Coaches, focusing on our relationship to self and others, and
being a model of personal transformation.
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Sharpening the Edge
Looming
questions remained to be answered after the group's brief incursion into the
concerns and important issues that will ultimately shape the future of
Executive Coaching. The most obvious is "Now that we have envisioned the
future, how do we get there?" A number of other questions lingered
unanswered at this point in the Summit's collaboration, including:
- What do clients need
from us?
- Where do we go to
learn and grow?
- Will we be the same
industry in the coming years?
Speculation and
envisioning are great preparatory tools for taking action. All agree that
action is needed, but the refinement of the issues presented in this paper is a
work in process, and must be completed thoroughly before rushing into premature
action steps. The bulk of the iceberg lurks just below the surface, yet as this
group commits to further intensive and consistent work together, a few more
layers of shadowy ice will melt away. The edges sharpened during this summit
were those of identification. Perhaps the greatest product of this meeting was
the strengthened collaboration of a group of executive coaches committed to
excellence for themselves and for their profession. Out of this collaboration
will come the next sharpened edges, most likely those of delineation and
definition. It will be important to take future steps from this summit's ending
place, and not slide backward into reinvention without forward momentum.
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SUMMARY OF FINDINGS
One thing is clear from the collaborative results of this Executive
Coaching Summit - the future begins now. The "think tank" results of
this summit are but a skeletal outline from which will come the mandates for
future summits. The three main premises of the group's work during this summit
are summarized as follows:
- Collaboration in the
executive coaching industry must happen. The next step is determining how it
will happen, and how this group can facilitate the foundational framework and
future of this collaboration.
- The Best Practices
of Executive Coaching must be identified, defined, standardized, modeled and
made universally and globally available. A huge step has been taken with the
beginning of the identification process during this summit. The next step is to
continue the identification of all factors, moving fluidly into the
clarification and delineation phases.
- The future of
Executive Coaching looks incredibly bright with great promise, but the
profession is at a critical crossroads. Without the continued efforts of this
summit, and others invited into collaboration, this bright future may not be
realized. The next step is to continue looking at the possibilities, then
determining the plan for making them actualities. We begin living our future
today.
There is so much to
do, and a real and pressing need to do it as quickly and efficiently as
possible. The challenge seems daunting, virtually impossible, when seen by
individuals, but exciting and very credible when viewed by the whole. Is the
community of Executive Coaches up to the task? This summit thinks so, and we
sincerely invite every executive coach out there to join us in this challenge
to invent our own future. We can only do it together.
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An Afterthought
Your assignment
as you read this paper, whether you are a member of this Executive Coaching
summit or not, is the same: keep these issues in the forefront of your
thinking, devoting thought, time and energy to their continued expansion and
development. Keep a journal. When this summit meets again, be ready to share
and build on what is presented here. If you are not a member of the Executive
Coaching Summit, perhaps it's time you thought about being a part of this
committed group. Refer to the ICF Executive Coaching Committee for more
information: www.coachfederation.org. We welcome you. Egos need not apply. This
is a collaborative effort for the advancement of the entire Executive Coaching
industry.
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International Executive
Coaching Summit Esteemed Participants
The following is a
listing of the Executive Coaches who participated in the International
Executive Coaching Summit held in October 2000 in Vancouver, British
Columbia:
Jeff Auerbach, William Bergquist, Susan Bethanis, Matthew
Beucler, Wendy Capland, Judi Craig, Jane Creswell, Suzanne Goebel, Jengiz
Gocer, Linda Hall, Leigh Henderson, Mike Jay, Bob Johnson, Stephen Josephs,
Steve Levin, Steve Lishansky, David Martin, Christine McCarthy, Linda Miller,
Agnes Mura, Bob Niederman, Phillipe Rosinski, Suzi Pomerantz, Jeremy Robinson,
Jeannine Sandstrom, Karlin Sloan, Lee Smith, David Utts, Tim Van Slambrouck,
Ingrid Wolfson
Executive
Coaching Summit
ICF Conference - Vancouver
October 24th and 25th,
2000
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Executive Coaching Summit:
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