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       Strategic Coaching Program Design
    -using Third Generation Coaching
  Whether the need is to build and strengthen your leaders’ capabilities, assist employees through transition, or align existing coaching using a standard coaching platform of best-practice standards and methodology, BCI can work with you to design and implement an efficient, well-managed, results oriented program.

Many organizations are still failing to capture the broad, significant bottom-line benefits of coaching by seeing it purely as an individual development/performance/remedial intervention. The typical coaching model in this type of first generation coaching focuses on extrinsic motivational factors, such as demands of the workplace and performance rewards and pays little attention to unconscious forces within the individual and the organization. These out-dated, traditional coaching models have very limited organizational impact.

Second generation coaching maximizes the benefits of coaching at a strategic level, rather than focusing purely on individual development. Second generation coaching is when the organizational user takes a “quality control” perspective and evaluates the effectiveness of the coaching intervention and uses coaching processes that are based on proven change principles. This change in the use of coaching was brought about by the demand that coaching should become a key part of a strategic intervention ie; a management/leadership development tool equipping key personnel with the necessary enhanced personal, positional and professional skill sets so that senior management is able to continually improve their business processes and the financial bottom line.

                 Third generation coaching:
-This decade's rapid development of coaching technology has now given rise to third generation coaching:

The Harvard Business School's Journal recently warned companies about the perils of unqualified executive coaches: -This can exacerbate the psychological damage to the person targeted for help. To best help their executives, companies need to have a highly trained team of people developers who are subject to performance reviews and are continually updating their coaching toolkit.

         Advanced third generation coaching has now moved focus to the learning and development of the coach whilst also achieving the benefits of second generation coaching. Third generation coaching harnesses and disseminates the advanced learning and skills of the coach. A highly trained, internal coach with a large toolkit of tools and techniques is now a vital, proven human-asset builder to an organization. This highly skilled coach is also trained to realize the maximum benefits of the coaching investment to the benefit of the organization and its people.
  Third generation coaching employs a wide range of validated behavior-based coaching models and tools and goes well beyond the "accountability"/ outdated, deficit-based models, which basically involves goals setting, action planning and relying on the coachees' commitment and motivation to move forward. Instead, behavior-based coaching practitioners only use validated behavioral change techniques (grounded in a solid evidence base and industry best practice) to insure that goals are achieved and changes sustained. These include strategies to assess and manage thoughts, feelings and behaviors of not only the coachee but the coach (a key component for the success of any coaching intervention).

Organizational users of third generation coaching learn with their coaches as they initiate change and transformation, utilizing coaching to its maximum benefit.  This critical recent shift has largely come about as the major purchasers of coaching (Human Resource and L & D departments etc) now recognize the many benefits of skilling a team of internal qualified people developers who are trained to use cutting-edge coaching technology and world-best industry practice.

BCI also helps our clients by optimizing their coaching program by aligning it with organizational culture and values


    BCI's 5-M first critical questions -that we consult with our clients on:
  1. Motive - What are the critical business issues driving the coaching initiative? Process goals and key indicators are derived from organizational strategic objectives and business purposes. Their priority may be modified based on immediate problems facing the organization. 
  2. Model - Which primary coaching model best maps to the organization’s leadership domain and desired practices? There are many models available.
  3. Method - How can you quickly and effectively identify the resultant improvement opportunities by the coaching initiative? Appraisal methods are chosen and used which effectively and efficiently determine the degree of conformance of organization processes to the selected model components.
  4. Managing Change - What factors impact the effectiveness of the introduced changes? Action plans are developed and implemented which address identified weaknesses and improvement opportunities, including organizational and cultural change issues.
  5. Measures - What are critical factors in setting up measurement parameters for the coaching development program? Measures are reported and analyzed which can be used to evaluate operational results and relate them to business purposes and strategic objectives.

With the above information, the next step in our proven approach involves establishing a multi-stage process that ensures coaching is integrated with strategic business objectives and is provided across the organization with consistent performance standards. Each phase is tailored to your organization’s needs.

The stages typically include:

  • Planning – identify and develop the required coaching methodology, practices and processes
  • Sourcing – select and train a team of coaches (internal and external) 
  • Implementing – ensure a smooth rollout (e.g., internal marketing and communication)
  • Managing – use of program management processes to oversee and track progress, and to ensure ongoing alignment
  • Evaluating – measuring outcomes against pre-set performance and ROI benchmarks and objectives
The design of each coaching program is also driven by its purpose. Our clients typically use coaching to:
  • Enhance leadership capabilities
  • Accelerate high-potential development
  • Facilitate the successful onboarding of new leaders
  • Align current coaching with best-practice standards and a common strategy
  • Maintain employee morale and motivation during periods of transition
  • Increase organizational commitment, loyalty and retention etc 
Summary: -BCI's below project management framework deals with the five key issues of an organizational coaching program.

   1.  Strategic Objectives  >  Business Purposes  >  Process Goals   Key Indicators
                                                  v               v                       v
   2.                                            v        Select Model     PAs/Goals
                                                  v               v                       v
   3.                                     Select  Methodology  >  Conduct Appraisals
   4.                                                                           Develop Action Plans > Implement Changes
                                                                                                            /\            /\                  v
   5.                                                               Summary Reports  < Analyze & Report  < Collect Measures

Applying over 15 years of executive coaching and organizational development experience, our Coaching Program Design emphasizes the use of third generation coaching (coach development > individual development > business strategy).

BCI's Coaching System Template (CST)  
     - encompasses the following Strategic Steps that are taught via;
  -a single specialist coach training course or,  -via a series of courses.

The course/s and follow-on support services contain all the necessary tools and processes to implement the Steps and are typically roll-out over a 6 to 12 month period. Each of the below Steps is critical to the success of a world-class coaching program designed to cascade throughout an organization:

Step A.  -Education: How to establish the information platform from which to launch a coaching program.
Step B.  -Data Collection: Coaching Needs Analysis and establishing the program's objectives. Includes how to assess behavior and performance 'pre', 'during' and 'post' development.
Step C.  -Planning: How to target relevant specific, observable, measurable behaviors. Goal setting. Action Planning.
Steps D to G. -Behavioral Change: How to select and use the appropriate behavioral change model, techniques, self-monitoring  strategy etc

Step H.  -Measurement: How to select the appropriate behavioral analysis, measurement techniques, data collection and analysis tools etc.. -Evaluation: How to establish a suitable framework for evaluation ( ROI, ROE), how to evaluate intangibles (soft skills), create a report card, report to the client etc
Step J. -Maintenance: How to establish a self-coaching and support program.



 Note:  The Institute normally prefers that the Sponsor/s or Driver/s of organizational coaching efforts first complete one of the Institute's ONLINE Courses to confirm the value of the specific course's advanced knowledge and skills and also become qualified to work with us in customizing an in-house version of the course to be delivered to key stakeholders and other personnel.

Registration of Interest Form    -We look forward to hearing about your people development / coaching  needs

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