Training: The Serpa Process and Executive Coaching

In attempts to keep you informed of all the wonderful training options out in the market place, here is another school of which I know nothing. However, I am impressed with their philosophy and approach as quoted from their web site. I recently received their latest newsletter and at the end of this explaination of their executive coaching approach is an interesting article on Leadership Coaching you might enjoy.

University Certification for Executive Coaching Based on : "The Sherpa Guide: Process-Driven Executive Coaching" Classes taught by authors Corbett and Colemon.

As executive coaches, Sherpas deal with business behavior. In the Sherpa Stance, we ask four questions that determine if a conversation is permitted, and whether it's worthwhile:

1. Is it Precise? Are we talking about a problem, a symptom or a feeling? Sherpas only spend time on problems.
2. Is it Personal? If it's too personal, we don't continue.
3. Is it Present tense? Sherpas live in the moment, and in the future, not the past.
4. Is it Possible? Will a change in your client’s behavior actually fix this problem?

We deal only with specific, achievable business behavior. Our process makes sure of that.

We are not life coaches, success coaches, personal coaches, psychologists or therapists. Coaching seems to be an easy occupation. All you have to do is meet with someone (or even easier, talk on the phone) and give them your advice. Without a process, what do most coaches do? Wander into areas bordering on therapy, and take on personal issues and history. Without a process, you have an unqualified advisor, working toward an ill-defined goal with no road map, no documentation and no deadline.

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The Sherpa process is detailed enough to produce a 350-page book and 80-page client guide. It's specific, yet flexible enough to accomodate any client's development needs. Our executive coaching certification classes at multiple universities teach the process in detail. Sherpa clients experience the process, while finding it transparent. Every phase and every step includes assessments, journaling and 'homework' assignments, to keep the coaching process moving between meetings. Here's a quick summary.:

• Phase One – We will be looking at you, the real you. (Taking Stock).
• Phase Two – You'll look at the important people in your life and how they affect and support you. (Global View).
• Phase Three - Then we’ll discover your motivations, why people and things affect you the way they do and how to create and communicate expectations. (Destination)
• Phase Four - We will work on specific areas that will affect your day-to-day work life. We'll organize and structure goals that fit your needs. (Charting the Course)
• Phase Five - Then we'll make sure it's planned for success, checking that accountability and attitude are right where they should be. (Agenda)
• Phase Six - When we are done, we’ll have cause to celebrate. (The Summit)

Leadership Coaching: Developing Effective Executives
Chief Learning Officer magazine

Coaching has become extremely popular as a component of most companies’ leadership development programs. More than 70 percent of organizations with formal leadership development programs use coaching as an important part of that mix.

Coaching works. It encompasses many elements of the best learning methodologies and content used in leadership development:

• concepts and ideas that are job relevant;
• content that is practical, actionable and personalized to the individual;
• highly engaging learning methods;
• emphasis on the long-term and follow-through

Managers who are highly effective at coaching their direct reports boost employee satisfaction with the organization, employee confidence in the organization’s ability to achieve goals, employee commitment to “go the extra mile” and intention to stay at the organization.

As companies realize the value of coaching, they seek ways to make coaching available to a broader range of employees; more efficient and cost-effective ways to deliver it.

One way to achieve scalability is to create a coaching culture in which managers embrace coaching skills as the way to lead others. Coaching skills can be taught. Provide training and support for managers to act as coaches. It’s a critical component in sustaining a coaching culture.

Coaching has already made significant contributions to leadership development. Few things are of greater importance than developing extraordinary leaders.