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SUMMARY FINDINGS
FROM THE INTERNATIONAL EXECUTIVE
COACHING SUMMIT III:
THE PROFESSION, THE PRACTICE, THE PROMISE
Sponsored by the International Coaching Federation Conference
ICF Conference - August 2001, Chicago, Illinois
Compiled by: Leigh Henderson, Leadership Training Room, New York, New
York
Abstract:
This paper presents the outcomes, discoveries and process experienced by a
group of 31 executive coaches attending the third annual International
Executive Coaching Summit. The purpose of the one and one half-day meeting was
to build on the foundation of the work of the first and second gatherings and
enhance the competencies and commitment of individuals. Specifically, the event
was staged to continue the definition of the profession of executive coaching,
develop the skills practiced with clients and commit to the promise of a
collegial community. In addition, time was allocated to establish new and
refresh existing relationships with colleagues, to share best practices and
knowledge as well as to solidify the summit community through agreement on
membership criteria, aspirations and leadership.
Executive coaching is
not a profession but an approach used to deliver services, a field that is
dynamic, fast-paced and as challenging as the jobs of those being coached. The
profile of ECSIII attendees is that of highly experienced entrepreneurs working
as external coaches for corporations using executive coaching as one - or the
only - approach to leadership and organizational development. Participants
agreed on the need for integrity during their coaching engagement and
continuing work with clients, awareness of their own values in responding to
changing workplace trends and a flexible business model that reflects their own
goals and lifestyle. All in attendance made a pledge of stewardship to the
field of executive coaching through support of the Executive Coach Committee
sponsored by the International Coach Federation, usage of the ECNet as a list
serve to electronically communicate with colleagues and adoption of criteria
for acceptance of new members to the Executive Coaching Summit.
TABLE OF CONTENTS:
Introduction
The first International Executive
Coaching Summit (ECSI) was held in October 1999, before the start of the fourth
annual International Coach Federation (ICF) conference in Orlando, Florida. In
August 2000, the second International Executive Coaching Summit (ECSII) was
held before the ICF's conference in Vancouver, British Columbia. The legacy and
findings from these two gatherings influenced the agenda and proceedings at
ECSIII.
ECSI was organized by the efforts of Jeannine Sandstrom, Lee
Smith and Laura Whitworth. Executive coaches were invited to fill out an
application and later reviewed for inclusion in the group. As the first wave of
invitations was sent out, those invitees were asked to recommend others to be
invited to apply. Applicants included individuals well known in the field of
executive coaching and leadership development, those esteemed for their roles
as public speakers and authors on the topic of executive coaching as well as
those associated with coach specific training schools. Attendees of prior
summits and/or ICF administrators nominated first time attendees to ECSII and
ECSIII.
Following is a breakdown of previous Summit attendance the 31
ECSIII participants:
| Summit |
#s |
% |
| ECSI: |
9 |
29% |
| ECSII: |
16 |
52% |
| ECSIII: |
12 |
39% first time participation |
| All 3 |
6 |
19% |
The reason for lack of attendance by previous members to the
subsequent summits has not been documented. Informal conversations with those
that have not returned reveal that scheduling, lack of actual versus perceived
value in the process, changing priorities and business focus are among the
reasons for not participating.
To consolidate reference material, a
Resource Guide was prepared and given to each attendee at ECSIII. The notebook
contains contact information, a biography of each person with a photograph,
case study materials and a list of text, video and organizational
resources.
The process of ECSIII followed previous summits: create
opportunities to get to know all participants through large and small group
breakout sessions, as well as interactions at communal meals and breaks. Many
in attendance offered that the experience of being with other coaches is the
principal reason they attend. Informal dialogues among attendees allow the
chance to network and identify potential business partners.
History
At
the initial gathering in 1999, 36 executive coaches gathered for one
reason:
…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
following year in Vancouver, British Columbia, executive coaches met again to
further define the "burgeoning Executive Coaching profession." Below is a
summary of the results.
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.
The first summit completed a project
as a group of definition, the second building the community and the team, and
the third created a space for dialogue and shared learning to foster the
commitment and further refine the definition of the work of executive coaches.
With the momentum to extend the learning out to the broader community of
coaches and specifically executive coaches, the third summit expanded its focus
to include a greater alignment with the ICF. In addition, by encouraging anyone
who is passionate about executive coaching to participate, the ICF's Executive
Coaching Committee (ECC) held regular meetings to continue interactions between
formal summit gatherings. ECC's Membership Committee and the ECSIII Team made
regular posts to the ECNet. ECS members presented the first Executive Coaching
Community Dialogue at the 2001 ICF conference to share executive coaching with
a larger audience and provide information on the summit process and how to
apply for membership.
Approach
The leadership of the ICF was invited in to be present at the beginning of the
program. Increased collaboration with the ICF will lead to greater inclusion in
the "mainstream" of coaching, such as Organizational Coaching has experienced
over the previous year with the development of a newsletter and a designated
area on the ICF website.
Bobette Reeder, President of the ICF,
welcomed this opportunity to support and recognize executive coaches and
acknowledge their worth and contributions globally. "Your bringing in people
creates an opportunity for the growth of the field," and announced that next
year there will be an Executive Coach Pathway at the Conference in Atlanta. "I
am looking forward to supporting you in whatever way possible," she
promised.
John Bailey, Executive Director, ICF, observed, "You are the
cream of the crop and as the leaders of the field you are needed to show people
how to get where they need to be. ICF needs this group to carry the flag of
coaching."
Judy Feld, President-elect of the ICF and an experienced
executive coach, was welcomed as a first time member of ECSIII. She commented,
"I'm fascinated by the type of work we do the tools and techniques, how we
market, how we work and what our professional mix looks like." ECSIII was an
experiment with a new structure that allowed for learning through reflecting on
actual client cases, experiences in the field and in-depth dialogues about
individual and group practices. While demonstrating flexibility in the process
to allow for re-ordering of topics, the group made important discoveries about
the profession, the practice and the promise of executive coaching.
TOP OF PAGE
The Profession
The
use of coaches has grown to be accepted by corporations internationally as a
needed adjunct for development of leaders. The individuals who deliver coaching
services are not just executive coaches. ECSIII continued in the tradition of
ECSI and ECSII to differentiate executive coaching by the level and range of
knowledge of corporate leadership served.
ECSI defined executive
coaches as:
…those
working with senior level executives who have fiduciary responsibility to
multiple stakeholders; stewardship of human, financial, intellectual, capital
and social resources; and economic, social and environmental well-being of
entire communities. The Executive Coach working with such individuals serves as
strategic partner to the executive leader and his/her team. The Executive
Coach's skills include business acumen and financial management, leadership and
organizational skills, analytic and innovative thinking as well as an ability
to inspire trust and commitment to action.
Who are we?
In the spirit of globalization, 2001's summit had representatives from
Australia, England, Switzerland, Canada and the United States. There was
agreement that the delivery of executive coaching follows a similar approach
and execution globally.
Questions were raised about "Who are we?" -
specifically about the profile of those attending ECSIII, the perception of
coaching as a fad and the long-term use of coaching.
An international
member commented:
I came to
the summit to see how the industry has developed here. Is this group
representative? Are the leaders in the field of coaching in this group? I know
that some top people do not want to be connected to ICF, in order to
distinguish themselves as 'more professional.'
Publications such as Fortune, Forbes and
The Wall Street Journal periodically rate the top coaches working with
executives and none of those were in attendance. Ivy League, Big Ten and other
major universities and colleges are offering executive coaching courses as part
of MBA and other management and leadership programs. Professors of these
programs were not in attendance.
ECSIII included thought leaders who
have helped to define the field of executive coaching through their practices
and performances with Fortune 500 corporations. Additionally, the group
included deans and administrators at coach training vocational schools, the
president of a graduate school of psychology, instructors in continuing
education, presenters at major coaching conferences and active members of the
ICF striving to provide stewardship and professional standards of executive
coaching. The annual gathering plus the ongoing exchange of case challenges,
timely information and referrals, create a 'think tank' atmosphere to address
concerns raised by members.
Another member commented that:
We are
charged over the next five years with creating the integrity of the field to
make it more than just another fad. I want to come back in 15 years time and
see this group still going.
The process that evolved during ECSIII furthered
commitment to the integrity and vision holders of executive coaching. It
provided awareness of the opportunities to keep the energy, connection, and
momentum alive and support each other throughout the entire year. The
dedication to defining the practice of executive coaching serves not just
coaches attending the summit but the process of educating clients that employ
people prepared to do this work, students wishing to learn about the practice
and the ICF to properly position the group.
Although questions were
raised as to what is coming next to the field of leadership development, this
discussion was deferred for topics relative to the work of coaches. Time was
spent on sharing business models and ways to establish networks of
collaboration for large project work and other ideas to assist in coping with
economic conditions.
What do we
do?
"I'm a consultant with a coaching approach," is how one
participant described her work and her response was similar to many in
attendance. There is not one profile of a typical executive coach because
people who call themselves coaches tend to wear other hats. This raised the
question, "Is coaching a distinct profession in and of itself?" The answer was
that coaching is not a profession, but an approach used by coaches in their
work with leaders and executive management.
The variables represented
by coaches present included:
- Industries.
- Size of organizations
targeted.
- Past experiences:
psychology, education, executive development, accounting, etc.
- Venue for coaching:
phone, in person, teleconference.
- Long- versus
short-term initiatives.
- Use of metrics and
measurements.
- Coaching
model.
Similarities in
coaching approaches were:
- Leadership
development for corporate audience.
- Use of similar
assessment tools.
- Organizational
development focus.
- Strategic/business
planning aspect with senior leadership coaching.
The primary revenue
streams for external coaching businesses were as follows:
- Executive
coaching.
- Managerial
coaching.
- Organizational
development consulting services.
- Training.
- Coach training and
licensing.
- Products: books,
videos, e-books, technology interfaces, and assessments.
- Referral fees from
strategic allies.
- Licensing agreements
for proprietary programs.
Many ways to bill
executive coaching services were offered: hourly billing, retainer agreements,
project fees for large groups and day rates for multiple clients. Prices were
anywhere from $200/hr to $25,000/month for a single executive coaching
client.
Internal coaches follow different guidelines and metrics in
these areas vary but following similar approaches of alignment, assessment and
delivery. There was only one internal coach present (one of the summit
recorders) and one former internal executive coach. A more thorough description
of internal coaching practices was not possible. The group agreed that more
internal coaches be recruited for membership at the next summit.
Questionnaire
To gain a more specific
profile of attendees, a short questionnaire was included in the Resource Guide.
Of the 31 in attendance, 24 or 77% returned the questionnaire. Following is a
summary of key findings in each of 12 areas surveyed. Not all the respondents
answered all the questions. A complete listing of results is found in Appendix
I of this document.
The white paper from ECSII contains selected
demographics of attendees (Smith and Sandstrom, 2000). A summary of a
questionnaire distributed by Jeff Auerbach when he attended ECSII is included
as Appendix II of this document.
Summary of key
findings:
- Eight or 33% of
respondents were in attendance at the first summit.
- Eleven or 46%
identify the East Coast as the region or base of business and only 1 or 3% of
group was international.
- Ten or 42% were in
the age range of 50-60 years and no one present was under 30.
- Thirteen or 54% are
female.
- Eighteen or 63%
earned a master's or other advanced degree.
- All participants
rated executive coaching as one discipline they practice and 14 or 58%
indicated training and 13 or 54% also checked organizational development as one
of the 6 disciplines listed.
- The range of years in
executive coaching indicated was from 2 to over 30 with 9 or 38% practicing
just 0-5 years and the same amount 6-10 years; in other words, 75% have been in
the field of executive coaching for 10 or fewer years.
- Six hold MCC (Master
Certified Coach) certification from the ICF, many of whom were "grand fathered"
in before the formal process of certification was instituted by the ICF. Coach
U (5) and the Newfield Network (5) each represented 21% of the attendees;
preparation at 13 other schools or programs was also indicated.
- Twenty or 83% are in
the ICF and 9 or 38% a member of the Professional Coaches and Mentors
Association; 12 other organizations also had representatives.
- The business
structure for most coaches in attendance is "Own my own company," 18 or 75%.
Only 1 was internal to an organization and 1 works inside a coaching
company.
- When asked, "What
portion of your income is from Executive Coaching?" 3 or 13% said 100% while 11
or 57% of respondents to this question earn up to 60% of their income from
sources other than executive coaching.
- "What is your
estimated business revenue for the next 3 years?" generated the fewest
responses; the range was $50,000 to $1.3 million in 2001, $100,000 to $2.5
million in 2002 and $125,000 to $4 million in 2003.
Summary
It is hard to recognize coaching as a
distinct profession but rather as a tool utilized by multiple disciplines. ECS
represents a group of highly educated individuals who have prepared for
coaching through their business experiences or attendance at a commercial
vocational school.
Since the Myers-Briggs Type Indicator®
(MBTI®) is often used in an executive coaching engagement, ECSIII
participants shared their type preferences. A summary of the types identified
is presented in Appendix III at the end of this document. This type profile
reveals that ECSIII has a very different profile to that of an executive
population, prompting the question, "What does this imply for coaching
engagements?"
The intent of the Questionnaire was to begin the process
to capture definitive data on the pedagogical and philosophical preparation as
well as business focus of the group. It also pointed out a huge oversight: a
lack of questions that reflect a more inclusive view of who is in the group.
For the first time at a summit, there was an African-American. As the summit
goes further in its developmental process, it will be helpful to address
questions such as, "Does this group reflect the larger profile of those doing
executive coaching?" and "Have we as a collective group done enough to reach
out to be more inclusive in our membership?"
TOP OF PAGE
The Practice
The
definition of the "practice" of executive coaching took a two-fold direction.
It included the delivery of coaching services and how to address issues that
one faces in the course of intimate encounters with businessmen and women. It
also included sharing of business models and approaches to executive coaching
engagements.
In order to provide input into the design of "The
Practice" portion of the agenda, the ECSIII Team sent a post to the ECNet
asking members to respond with dilemmas faced during the practice of executive
coaching. Below is a sample of those who responded:
- Am I operating
outside of my own values and integrity in my coaching so that my clients will
like me?
- Am I holding clients
accountable for taking actions on the tough decisions that they know they need
to take and it looks too....... (fill in the blank)?
- Do I have enough
coaching experience and business expertise in a particular area and level to
hold the executive responsible to the staff that they manage and
lead?
To learn how coaches
apply their knowledge and what we need to inculcate to do our jobs better, a
participant presented a real-world case study. The name of the client was
disguised to protect confidentiality.
Case
Study: The Agency
Client Alias: WorldDomination. Com
= A subsidiary of "The Agency"
Consulting Company/Individual:
John Doe & Associates
Contracted to deliver: Coaching for
20 division managers and the President of WorldDomination.com, which is a
subsidiary of a large advertising firm. There are 2 group teambuilding
exercises at the outset, and a 6-month coaching commitment for 1 hour every 2
weeks for each division manager. These meetings are on-site.
Six
months of coaching for 20 division managers; 10 clients per coach @ 2 hours per
month each.
Two teambuilding sessions with all division
managers. Short History:
John Doe & Associates has a contract to assist division managers to
develop the core competencies of management as seen by The Agency (parent
company) that include: performance management, time management, creating
collaborative relationships amongst team members. WorldDomination.com is not an
acquisition, but has been seeded and developed by The Agency over the last six
years. The group has grown from 5 at the start to 300 full time employees, and
anywhere from 50-100 independent contractors at any given time.
Salient Points: There are 2 coaches delivering coaching to 20 division
managers with varying experience and skill in management. The group manages the
interactive (Internet) component of a global advertising agency. The median age
is 28, and these people are in senior level positions, often compared to
division managers in the traditional advertising realm, but frowned upon by
"The Agency" who sees them as young, inexperienced and arrogant. Coach #1 works
with the youngest director in the organization, Mark, who is 24. Mark has
divulged to his coach that he is "going out" with 3 women on the staff, 2 of
whom are being coached by Coach #2, and 1 who is his boss. Coach #2 is barraged
by stories from 2 women, Angela and Mai, who are distracted by their
tempestuous affair(s) with Mark, and often comment on how it is hurting their
work performance. The office is chaotic, lively, and reminds you of a college
dorm. The contract is with the President of the Business Unit.
Responses to Case Study
During the discussion following the
presentation of the case, the responses and input varied but centered on
definitions and boundaries of the work to be done, ethics and law, cultural fit
as well as support for the coach.
Below is a summary of the input from
ECSIII participants:
- Seduction of hope can
be alluring. Have to be willing to walk away from opportunity if there is a
conflict with one's values, the law, etc.
- Have to define O.D.
work (change organization) vs. coaching work (helping the person).
- Don't use money as
your value.
- When legal issues are
involved within the organization, don't engage in the work.
- Address situations
where companies lack integrity that is compatible with yours; might need to
disengage with the contract to protect credibility.
- Contract contingency
and design an exit strategy up front to retain power in relationship.
- Some companies have
incestuous cycle and I have felt like "I" can help them. The culture has to
want to change or the advice is for the coach to run.
- See coaching as apart
of systemic intervention.
- Watch out regarding
being used to manage what managers don't want to manage.
- Need to explore the
relationship between men and women coaching same or different
genders.
Follow-up
Article
Only 11 women are CEOs of Fortune 1,000 companies. The path men
and women experience to reach the top has implications for how executive
coaches demonstrate their values when working with their clients. Following up
on one issue raised in the discussion of the case study, ECSIII attendees were
given the article, "Toughness Has Risks for Women Executives by Neela Banerjee,
August 10, 2001, available at www.nytimes.com. Below is a summary posted at
the newspaper's website:
Bully
Broads, executive coaching program in Mountain View, Calif., is helping female
executives whose toughness has made them six-figure successes but has become
liability, preventing them from rising higher; their no-nonsense ways
intimidate subordinates, colleagues and, quite often their bosses, who are
almost invariably men; program founder Jean A Hollands says for women to
succeed they must become 'ladies first;' says they must ditch hardball styles
of 1980's of being assertive and standing firm and learn to hold their tongue;
urges them not to choke back tears if they begin to cry at meeting.
Limited exploration of the dimensions
of the article raised more questions for discussion, including, "Is this a
catch-22 for executive women?" and "Is this article representative of how other
executive coaches approach this type of work?"
Business Models
There were almost as many
business models shared as there were coaches in attendance. Given that there
was only one internal coach and the remainder of attendees contract as external
coaches, the group took an entrepreneurial approach to providing services.
The one thread that connected participants is the level with whom they
work: CEOs, CIOs, CFOs, COOs, EVPs, VPs, senior partners and executive
teams.
In order to determine the variety of business models in the
room, we provided the following questions:
How do you
market and what is your strategy?
How do you get paid?
How do you
synchronous versus a synchronous learning?
How do you deliver service?
Who is your target or niche?
What are your goals?
What are your
strategies to reach your goals?
What is your exit strategy?
Below is a sample of one of the
business models shared:
- Transition from
synchronous to a- synchronous learning organized as an array of high potential
opportunities.
- Create a monetary
value for everything either residual or as an annuity, for example, tapes, CDs,
e-books, etc.
- Write a hard copy
book and self-market and sell.
- Stay solo and pay for
my performance.
- License the business
model.
- Have a goal of many
streams of income.
- Generate an automated
referral base from: e-books, teleclasses, CDs, tapes, etc.
- Offer low cost entry
points to products ranging from $100, $200, $300.
- Make everything part
of a technology based program, including assessments such as MBTI Step 2, Form
Q.
- Use more assessments
such as Emotional Competency Inventory (ECI).
The summaries below
give an overview of the components of the business models of other executive
coaches.
Marketing Strategy
- Start with training
and then move to coaching.
- Use expertise of
selling and facilitation to get referrals.
- Develop a coaching
culture at the organization.
- Link coaching to
sometime already existing in the organization such as: strategic planning,
360s, training, reorganization and executive development.
- Link coaching to
other non-corporate venues such as individuals who receive bank
loans.
Payment
- Get cash up front;
avoid stock options.
- Build in warranty:
"If we don't hold our part you don't pay" and vice versa.
- Value price - have
client set fees and force the client to assess the value; this requires trust
with the client and prior experience with consultants; set an initial fee and
modify it as the work is being done.
- Value price - an
executive earning $200,000 versus the one with compensation of over a million
after bonus will have a different level of value on various types of
work.
Synchronous versus
A-Synchronous Learning
- In person, phone or a
mixture.
- Web cam, conference
calls, on-line with Placeware or similar technology.
- 24/7 and on-going
e-mail.
Delivery of
Service
- Length of contact
varied from a minimum of 3 to 6 months to a maximum of 2.5 to 7 years.
- Sessions that last
from 20 minutes to half days.
- Offer various
"packages":
- 30-day
introduction to focus on development and evaluation: (3) 20" sessions.
- 60-day fast
start
- 90-day strategic
13 (20") 3 group (20")
- 6 month
leader
- 9 month executive
group sessions with sponsors & stakeholders
- 1 year 20
sessions; 4th session with sponsor; every 90 days, check-in with 2 tiered
sponsorship.
Target/Niche
- Male in technology
who can't communicate well.
- Hardworking achievers
who worked hard but need new ways to grow.
- Top women
executives.
- Achievers who need
balance or focus.
- People transitioning
from one career to another.
- Derailment and
high-potential individuals, groups to shift culture.
Goals
- Train trainers, then
managers of the business.
- To become more
technology-based and utilize 2 websites.
Exit
Process
Summary
The practice of coaching was
addressed on many levels: content delivery, cultural trends and technical
aspects of conducting the business of coaching. The model of business reflects
individual preferences: 2 days/week to 24/7, virtual versus in-person and set
payment up front to a results-value pricing.
Prominent in discussions
was that the term "value" was used in two distinct ways. One was the values and
integrity that the executive coach brings to coaching engagements and how that
impacts the quality of work and the alignment with the client's aspirations and
workplace climate. The other was the value given to the services provided
during an executive coaching contract and the movement toward engaging the
client in assessing the value that they and their company place on the services
delivered and the results achieved.
TOP OF PAGE
The Promise
The group
acknowledged that while differences were often greater than similarities in
many areas, core values and outcomes were consistent among ECSIII attendees. We
promised to develop strong leadership in multiple environments and with
different methodologies in order to portray a strong presence in the field of
coaching, to align with the support offered by the ICF and to review
opportunities to participate in ICF offerings, programs and activities.
Areas for collaboration include ways we can assist each other in creation
and delivery of proposals, attendance at regional and international coaching
conferences, possibilities for action as a group and specific action steps so
that we can continue momentum that brought us together for ECSIII. As one
member said, "The success of executive coaches depends on collaboration,
innovation and connections with other executive coaches - in addition to
competence. The game is a big one and so are the rewards."
Vision 3-5 Years
Small group sessions
provided the following as components of the vision of coaching and business
environments in coming years:
Clients
- Broadened definition
of leadership.
- Anyone under pressure
needs a coach (may be called something else); managers will provide this for
their employees.
- Organizations have to
deal with whole person.
- Quality of life
issues addressed at younger ages.
Technology
- Technology will
ensure continued " face to face" connection.
- Coaching provides the
human connection that increased technology has been degrading.
- Online coaching will
become a greater focus due to time constraints
Practice
- Strategic
partnerships with practitioners in the field.
- Everyone is unlikely
to do everything - niches likely.
- Form strategic
partnerships with medical professionals.
- Focus aimed on
changing corporate cultures.
Collaboration
The range of resources and
specialties in the room offered a broad spectrum of possibilities for
collaboration. Whereas the large clients may seek out the "big 5" coaching
companies, utilizing strategic partnerships among small companies can offer the
needed depth of services.
When the suggestion was raised to build a
collaborative learning community or a consortium to deliver services as well as
to serve as a model for our clients, the questions in response centered on,
"How do you operationalize this approach?" One idea was to create a database of
individual executive coaches listing their skills sets and what they can be
called on to provide (similar to the ICF's Coach Referral Service). The
structure for such a collaboration would include full disclosure, guidelines,
open sharing, exit strategies, etc. as well as the commitment to producing
meaningful results in a fast pace environment.
Presence
Participants encouraged the presence
of executive coaches and representatives of the summit community at events and
conferences during the year and greater inclusion in publications. Members
offered to coordinate and host mid-year regional meetings and to review
opportunities to hold summits at European, Asian and Australian ICF
conferences. Ideas for articles or manuscripts can be submitted to the
Organizational Coaching Newsletter of the ICF through its committee chair
Cynder Niemela and to the International Journal on Coaching through Bill
Bergquist.
Stewardship
Executive Coaching Committee
Jane Creswell, Chair, Executive
Coaching Committee (ECC), will continue to host ongoing conversations. The
"room" is open to all summit participants, executive coaches and those wishing
to know more about executive coaching. Ideas for SIGs, web presence at the ICF
site and an improved referral database are topics for future discussions and
action.
Criteria for ECS Participation
ECC Membership
Committee representatives Suzi Pomerantz and David Utts presented a draft of
the "Criteria for Executive Coaches for Executive Coaching Summit Community
Membership" document and it was enthusiastically approved. This is included as
Appendix IV. This Committee will look at how to diversify in order to include
participation by international representatives, people of color, internal
coaches, etc.
Panel Discussion
An Executive Coaching
Community Dialogue was included as a session at the 2001 ICF conference to
inform the larger coaching community about the field of executive coaching, the
summit group and to solicit applications for new members. Wendy Capland, Steve
Lishansky and David Utts moderated a panel made up of Jane Creswell, Mike Jay
and Bob Johnson.
ECSIV - 2002
Mike Jay volunteered to
coordinate ECSIV and suggested agenda items include further work to establish
criteria and ICF relationship.
ECNet: Continuing Dialogue
ECNet membership and participation will continue to be a platform for
communication among ECS members. Mike Jay serves as moderator of this vehicle
where members can raise issues of concern or to request help with a particular
client. Mike regularly posts valuable articles and news of recent publications,
useful additions to the Bibliography prepared for ECSIII and included as
Appendix V.
Executive Coaching Pathway
Committing to her
promise, Bobette Reeder, ICF President, invited Leigh Henderson and Bob Johnson
to serve as Co-Chairs of the first Executive Coaching Learning Track set to
debut in 2002 at the ICF conference in Atlanta.
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Attendees at Executive Coaching Summit
III
Jan Austin,
Jeff Berger, William Bergquist, Sue Bethanis, Matthew Beucler, Wendy Capland,
Jane Creswell, Judy Feld, Elizabeth Ferguson, Donna Fowler, Susan Gatton,
Cheryl Gray, Elizabeth Guilday, Leigh Henderson, Mike Jay, Bob Johnson, John
Lazar, Steve Lishansky, Steve Maconachie, Diane Malnekoff, David Martin, Linda
Miller, Cynder Niemela, Suzi Pomerantz, George Ritcheske, Jeremy Robinson,
Michael Sanson, Karlin Sloan, David Utts, Ingrid Wolfson and Linda Yort.
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For more
information on the Executive Coaching Summit:
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