Abstract: The 4th International Executive Coaching Summit (ECS IV) took place on October 21st and 22nd, 2002 in Atlanta, Georgia, following in the footsteps of the three previous meetings:

 

Event and date	Location	Focus/themes
ECS I October 1999	Orlando, Florida, USA	Defining and distinguishing executive coaching.
ECS II October 2000	Vancouver, British Columbia, Canada	Business best practices, the future of executive coaching.
ECS III August 2001	Chicago, Illinois, USA	Community building shared learning through case study, exploring greater alignment with ICF.
ECS IV October 2002	Atlanta, Georgia, USA	Discussed below.

Like the previous three Summits, "Necessary Dialogue" was held prior to the Annual International Coach Federation (ICF) Conference, and was attended by a group of experienced executive coaches who had either been invited or had successfully navigated a rigorous application process designed to ensure the attendees’ experience in, or contribution to, the field.

Unlike previous Summits, the size of the group had grown to 71 participants, compared with 30-36 attendees at each of the earlier events. This jump in participant numbers coincided with the decision to allow the event’s agenda to emerge spontaneously, rather than providing a structured list of topics for discussion in advance. With a large number of participants attending their first Summit meant that many were unfamiliar with the work of the earlier events,

The Atlanta ECS was also notable for a stronger representation of internal executive coaches from major corporations, and a small contingent of colleagues from countries outside of the United States, namely Canada, China, Germany, Sweden and Switzerland. However with 92% of participants being US-based conversations tended to focus on the North American experience.

This paper attempts to organize the questions, insights, findings and dilemmas about the field of executive coaching that emerged from this process. Where relevant the authors make links back to the valuable work of the previous Summits, illustrating recurring themes and the foundations already laid. In addition, with the benefit of almost a year of post-event reflection, we have provided some additional insights, commentary and questions for further consideration.

In particular we adopted a coaching skill in listening for what was not being spoken about, looking for issues that Summit members or the community as a whole might not yet be ready to confront. Therefore this paper takes a position in exploring some issues that were not given the equivalent attention at the Summit, and in places does not explore themes that appear to have been adequately explored at previous events.

The paper is organized into seven sections. Following this introduction we reflect briefly on the process used for facilitating the event, then we present our account of and reflections on three key areas – Dilemmas in the Field, The Client’s Perspective and Business Practice. Finally we offer some challenges for the future work of the ECS community and some closing thoughts.

EXECUTIVE COACHING SUMMIT III: Chicago, 2001
     THE PROFESSION, THE PRACTICE, THE PROMISE

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.

EXECUTIVE COACHING SUMMIT II: Vancouver, 2000
     COMMUNITY, BEST PRACTICES, AND FUTURE PERSPECTIVE

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.

Abstract: This article represents key findings, definitions and discoveries about the profession of Executive Coaching. A group of 36 Senior Executive Coaches (see complete listing at end of this paper), thought leaders in the field, met for the purpose of identifying the primary distinguishers of Executive Coaching. This paper is written for the benefit of the following primary audiences: individuals calling themselves Executive Coaches, other coaches of the ICF membership, those coaches who aspire to work at the executive coach level, organizations wishing to hire Executive Coaches, organizations desiring to initiate a coaching culture as a strategic device for retaining talent, coach training organizations and other professional coach organizations.

The following areas are covered: Need for such an effort, identifying the basic level of competence in all coaches, definition of Executive Coaching, primary distinguishers, competencies and proficiencies, strategic rationale for hiring Executive Coaches, executive coaching tools, industry trends and ethics.