Content: coaching profession, workplace coaching, executive coaching, corporate coaching, leadership coaching, business coaching, workplace coach, specialist coach, specialist coaching, industry, coaching in the workplace, coaching best practice,
organizational coaching, executive coaching, business coaching, professional coach, professional coaching, coaching profession, executive coaching, business coaching, professional coach, specialist coach, specialist coaching, industry, professional coaching, workplace coaching, executive coaching, corporate coaching, leadership coaching, business coaching, workplace coach,  coaching in the workplace, coaching best practice, organizational coaching, 




       Certified Master Coach Course - Some Introductory Notes: 
      Should you become recognized as a Specialist Coach in your area of
      expertise and industry?

          -The need for better coach training for Workplace Coaches ©

           (includes extracts from the text book 'Behavioral Coaching' by Zeus and Skiffington -published and copyrighted by McGraw-Hill, New York)
"Best fit Expert Coaches" with demonstrable specialist industry knowledge are the hottest property in the coaching sector:

A basic assumption of executive / leadership / organizational / corporate / business coaching emerging in the marketplace is that it is important to understand the coachee's environment and, in particular, the leadership and organizational issues faced by the coachee. Without this knowledge, a coach is handicapped in helping the client figure out 'the big picture', reasonable goals and courses of action.

The coaching profession has grown rapidly over the last ten years.
Not only has it grown but the structure has changed. Increasingly the more experienced coaches seem to prefer to establish their own specialist practice or work for a specialised “boutique” practice. Clients must now choose between 'solo coaches' in practice and from the many coaching businesses and large consultant groups providing coaching services Clients also must differentiate between professionals and those hundreds of ill-trained, unqualified "coaches" churned out by the mass-market online coach-training courses and certified by self-labelled "coaching associations".


In the war for executive talent that is being waged on today's highly competitive business ground, trust and integrity form the basis of relationships with clients and their external coaches. As the coaching profession remains completely unregulated, with no professional standards to guide it, coaches must routinely navigate through murky waters during the process of marketing and selling their services. Professional coaches have long sought a way of separating themselves from the ill-trained, unqualified so-called "coaching industry" populated by personal and life coaches. Industry specialization is the new buzz word in the world of professional coaching. The halcyon days when executive coaches built broadly based generalist practices is quickly passing. Increasingly coaching firms are building their reputations and expertise quickly by working within areas of industry specialization such as IT, health care and banking to name but a few. Working within the confines of one or two industries is now considered to be particularly beneficial to client organizations because of the coach's in-depth knowledge of industry issues and key players and importantly how individuals are best able to 'psychologically survive and thrive' in their specialist workplace environment.

"Second generation coaches" are now employed by many organizations as a part of an overall strategic intervention plan.
Second generation coaching maximizes the benefits of coaching at a strategic level, rather than focusing purely on individual development. Second generation coaching also involves the organizational user evaluating the effectiveness of the coaching intervention. The recent shift to second generation coaching is reflected in the need for coaching to be based on industry best practice and psychological principles grounded in a solid evidence base. This shift has largely come about as the major purchasers of coaching, typically Human Resource and L & D departments, have sought to distinguish between coaching offerings and to employ coaching as a critical part of a strategic intervention ie; a leadership development tool equipping leaders/management with the necessary enhanced personal, positional and professional skill sets so they are able to continually improve business processes and the financial bottom line.

However many organisations are still failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. This is classified as first generation coaching with limited organizational impact.

Third generation coaching focuses on the coach's learning and achieves the benefits of the first and second generation. Third generation coaching harnesses and disseminates the learning the coach gains about the organization, to the benefit of the business and its people, thus realizing the maximum benefits of the coaching investment. Organizational users learn with their coaches as they transform, utilizing coaching to its maximum benefit.

The defining characteristic of a professional coaching practitioner is someone who has theoretically as well as practically grounded expertise. Today's expert coaches are required to refer to a broad range of domains of knowledge when solving people development problems. A new breed of professional coaches employs both an intra- and multi/inter-disciplinary decision-making process within a theoretical and practical framework. The underlining premise is that unless a coach knows how a process works, how can he or she assist a coachee to optimally work with the process? Accordingly, knowledge of processes, organizational structures, concepts, knowledge areas (including procedural, positional and professional knowledge) and industry performance metrics provide these expert coaches the schema for genuine developmental and performance enhancement coaching.
Knowledge areas represent the mental workspace where thoughts and decisions are made by coachees. These objects are likely to be idiosyncratic and therefore the coach should be required to have an understanding of the relevant workplace structures.


Today's professional coaches who wish to improve their performance and grow their business now require some specific key knowledge and skill sets:


Business Acumen

Coaches need business acumen in order to understand the goals and work context of their coachees. Business knowledge also gives coaches credibility with their coachees and others in the coachees‘ organization. In addition to general business knowledge, coaches need to acquire knowledge of the specific businesses of their coachees.


Organizational Knowledge

Coaches work with coachees who must accomplish their work goals and advance their careers within the context of their organization. Therefore, it is important for coaches to understand organizational structures, systems, processes and how to assess all of these elements of the organization in which the coachee works.


Specialist Industry Experience
Everyone has experience or is familiar with a niche market. Coaches who have a background knowledge and/or professional qualifications in a specific market sector are; better able to brand their specialist services and attract clients and, be more valuable to clients in those sectors of the market that they specialise in.

'Sector Knowledge’ and the coach as a 'sector specialist’.

Though under-researched, much of what we know about coaching practice/work suggests that client management is highly sensitized to this kind of information. The coach can also act as a crucial intermediary who brings news of his or her sector. The industrial sector in which the coach operates can generate indirect information about rivals best practice standards, similar programs and results and even open the opportunity for clients to network. Sector-specific knowledge enables coaches to provide the kinds of learning and understanding that help firms interact with their sectors.


Demand for sector knowledge may stem from clients who are familiar with traditional industry standards but want different cutting-edge techniques and know-how. Contemporary organisational realities challenge coaches to develop more up-to-date specialist sector knowledge.


Rapid changes in a whole range of business sectors over the last decade have resulted in executives/leaders requiring a more diverse range of technical professional skill sets. In response, coaches increasingly need to develop a portfolio of coaching methods that enable them to address not only cultural changes (e.g. attitudinal) but also structural changes (e.g. organizational design). Today, most clients who hire organizational coaches do so to complement leadership and strategic changes anticipated or already undertaken. Coaches also need to increase their ability to understand and work with organizational internal change managers and other external consultants, who see the world predominantly through their own technical eyes.

An interesting study recently found that people who are specialists in certain fields -eg; sales, finance, engineering etc. -tend to develop brain connections to handle their job with the least amount of energy possible. This simply means that a person in accounting and an engineer have their brains wired differently. It follows that they will not see the world the same way, even if they share some similar world views! Hence the case for a personalized approach to coaching by a coach who has first-hand experience in the specialist workplace he/she is working in.

Specialist vs. Generalist:
Many new coaches mistakenly think that by marketing their services to a niche they will lose money and customers. The struggle is whether to become a Specialist versus Generalist. The fact is there is greater success in becoming a Specialist. Firstly, people pay more money for specialists. Secondly, your services and brand are more desirable and it becomes easier and less expensive to prospect. When you narrow your market focus your customer base can actually expand. And thirdly, more value is added to the client relationship via your expertise, and you also make fewer mistakes because you have 'been there before' and actually know what you’re doing!

The world is full of generalists who know a little about a lot. At the SME level, there are simply too many people providing coaching services as generalists. Sometimes the decision to become a generalist or specialist may be made for you depending on your professional background and the companies you have worked for. Most coaches start out as generalists, taking whatever job they can find to get their foot in the door and expand their future opportunities. Given that Generalists have a lower fee structure than Specialists they also have more contract opportunities in this marketplace. That said, today's new professional coach needs to consider the above noted emerging market forces and think long and hard whether they wish to be recognized as a Specialist in their area of expertise and industry.

The Certified Master Coach Course -elite training in the use of industry-proven best-practices and evidence-based psychological methodologies:
Many vital behavioral-based change models, tools and techniques and industry best-practices a professional coach requires are only available to coaches trained and mentored by an educator who is a licensed clinical psychologist and an experienced global workplace practitioner. The Institute's invitational, fast-tracked, 4 Day, Small Group Certified Master Coach Course (conducted in N.Y., London, Los Angeles, Sydney, Bangkok and via our Distance Learning Program etc) meets the critical needs for organizational, business and executive coaches to be trained and mentored in the use of validated, reliable tools and practices. 
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© 2010 Behavioral Coaching Institute



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Content: specialist coach, specialist coaching, industry, leadership coaching, business coaching, workplace coach, specialist coach, specialist coaching, industry, professional coaching, workplace coaching, executive coaching, corporate coaching, leadership coaching, business coaching, workplace coach, coaching in the workplace, coaching best practice, organizational coaching, coaching profession, workplace coaching, executive coaching, corporate coaching, business coaching, professional coach, coaching in the workplace, coaching best practice, organizational coaching, executive coaching, business coaching, professional coach, professional coaching, coaching profession, executive coaching,