CTA5:&CTAPRP003&Reflect&on&and&improveown&professional ... · Everyone in the life coaching or executive coaching service needs to reflect on their own practice through self-evaluation

CTA5: CTAPRP003 Reflect on and improve own professional practice

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professional practice

CTA5: CTAPRP003 CHCPRP003 Community Services Training package

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Contents CHCPRP003 Reflect on and improve own professional practice ......................................................... 3

1. Reflect on own practice ............................................................................................................... 3

1.1. Undertake self-‐evaluation in conjunction with supervisors and/or peers ........................... 3

Self-‐evaluation methods ................................................................................................................. 4

SWOT analysis ................................................................................................................................. 5

Reflection on your coaching ............................................................................................................ 9

Coaching Supervision .................................................................................................................... 10

1.2. Reflect on and recognize the effect of values, beliefs and behaviour in practice .............. 13

1.3. Share two-‐way, open and evaluative feedback with co-‐workers or peers ........................ 17

1.4. Actively seek and reflect on feedback from clients, organizations or other relevant sources ...................................................................................................................................... 18

2. Enhance own practice ................................................................................................................... 20

2.1. Determine improvements needed based on own evaluation and feedback from others . 20

Key elements of professional practice as a coach ......................................................................... 21

2.2. Identify potential support networks both internal and external to the organization ........ 23

Approaches to networking ............................................................................................................ 25

2.3. Seek specialist advice or further training where need is identified ................................... 28

2.4. Recognize requirements for self-‐care and identify requirements for additional support . 30

2.5. Devise, document and implement a self-‐development plan that sets realistic goals and targets ....................................................................................................................................... 33

3. Facilitate ongoing professional development ............................................................................... 35

3.1. Access and review information on current and emerging industry developments and use these to improve practice ......................................................................................................... 36

3.2. Assess and confirm own practice against ethical and legal requirements and opportunities ............................................................................................................................. 37

The ICF Standards of Ethical Conduct ........................................................................................... 38

3.4 Regularly participate in review processes as a commitment to upgrading skills and knowledge ................................................................................................................................. 42



CHCPRP003 Reflect on and improve own professional practice

1. Reflect on own practice Reflective practice is an important component of professional development. Reflect on own practice means you analyse the work you do and think about the ways how you can improve. When you analyse your current work activities, you will realize that there are certain areas within your skills, knowledge and practices which can be enhanced by additional training and development. By identifying your strengths and weaknesses, setting goals, timeframes and evaluation mechanism you can effectively improve your professional practice. By reflecting on own practice as a Life Coach or Executive Coach, you can achieve greater impact on the leaders you coach. In this topic we will look at your ongoing ability to reflect on your capability to meet professional standards. This includes the ability to

-‐ Self-evaluate your knowledge and skills -‐ Seek and reflect upon feedback from co-workers and clients -‐ Provide feedback to co-workers -‐ Identify how the values, beliefs and behaviours influence your practice

As a coach, you may find it difficult to listen and accept feedback on own performance. That may mean you become defensive and pass on the blame either to the circumstances or another person. But if you are truly committed to adopting best practices and providing best services to your clients then you need to be aware of your areas of further development as much as you are confident of your strengths. Only when you recognize there is a performance gap, you will be able to make efforts in the right direction.

So, stay open to new ideas! 1.1. Undertake self-evaluation in conjunction with supervisors and/or peers You may be a very busy and competent coach but when you step back and examine your practice you will realize that there are still some areas where you can make improvements. Self-evaluation will enable you to see your own actions from a different perspective or envision a new solution to a prevailing problem. When you learn to question yourself you become more self-aware so that next you can catch yourself in the act and change your actions in the moment. Everyone in the life coaching or executive coaching service needs to reflect on their own practice through self-evaluation in conjunction with a supervisor.



Self-evaluation is monitoring your own performance by looking closely at yourself and become a reflective practitioner i.e. reflecting upon the practices that you implement on a day-to-day basis. This enables you to identify your strengths and weaknesses and where you may be able to improve or extend your knowledge, skills and experience. Self-evaluation is a vital and continuing part of the services industry. It is an expected process of quality provision and is supported by a range of different tools and guidelines. When you take feedback on your performance, work quality, and workplace relationships and interactions from others including supervisors, peers and clients you get an unbiased and honest views on your current practices. As you analyse their feedback, you will realize that there are specific work practices and aspects of your coaching service that you are less aware of. If you add the opinions of others with your own thoughts in these specific areas, it will help you develop new strategies that you’ve not thought of before. Feedback from others + Self-reflection = Improved practice The feedback from others may come in different ways, either directly when you are taking an action or indirectly when attending a professional meeting. Irrespective of how you get the feedback, it is important to reflect and evaluate this feedback to work towards improving your practice. For many coaches, the first step in reflection is a feeling of discomfort arising from an (coaching) experience and the start of recognizing that their normal response to a situation was insufficient and they typically log gaps in their practice or ideas about practice improvements. Recognized error or ineffectiveness in practice may act as a trigger for learning. Errors and failure provide more opportunities for learning than do success and achievement, because failure provides data that can be explored for insights into the selected approaches and how these might be improved. Self-evaluation methods

1. Maintain a reflective journal to record your thoughts and feelings, and then look back and evaluate your ideas and actions. Here you can put down your observations, reactions and questions that come to your mind while interacting with your clients or otherwise. You can write about the techniques you use, materials you need, context, concept and frameworks you use.

2. Formal discussions such as performance reviews that take place as part of the workplace processes.

3. Informal conversations with supervisors and peers also provide opportunities for self-reflection.



4. SWOT analysis is also a great took to look at your strengths, weaknesses, opportunities and threats. Here are some points you may reflect on: -‐ Strengths or weaknesses: capabilities, resources, management, processes,

innovation, location, reliability. -‐ Opportunities or threats: industry developments/trends, other professionals’

practice/methods, contacts/partners, demand, new technology, new staff, lifestyle trends, finance and legislation.

5. Questioning: Ask questions before and after starting a program, implementing a concept/idea or making any changes to your coaching practice.

-‐ What were your feelings before the change? -‐ What are your feelings and thoughts after the change? -‐ How the change will affect your future practice -‐ Do you need any additional resources or support to continue? -‐ What is your goal?

SWOT analysis Keeping in mind the direction you would like your business to head complete the SWOT analysis questionnaire. Write as many answers as you can think of. Be honest and open.

Strengths -‐ What do you do well? What do you better

than others? -‐ What parts of your coaching practice are

excellent? -‐ What unique coaching strengths and

talents do you have? -‐ What are you proud of or really like about

your practice? -‐ What aspects of your practice give you the

applause? -‐ What unique or expert specialized

knowledge or experience do you have? -‐ Where are you better than your

competitors?

Weaknesses -‐ What could you do better? What do

you avoid? -‐ Where are others doing better than

you? -‐ What aspects of your practice you don’t

like or want to change? -‐ What is taking up valuable time? In

which areas of the practice are you facing most challenges?

-‐ What processes are missing? Where do you need to automate or delegate an area of difficulty?

-‐ What resources do you lack? -‐ Where do need to grow your

experience, knowledge or expertise? Opportunities

-‐ Which of your strengths can be transformed into opportunities?

-‐ Are there any weaknesses, which if turned around could present an opportunity to your coaching practice?

-‐ Any latest local trends that you could capitalize on?

-‐ What else could you do for your clients?

Threats -‐ Where do you need to catch up with your

competitors? -‐ What threats do your weaknesses expose

you to? -‐ What obstacles do you have coming up? -‐ How is the economy – for you and your

customers? -‐ Where are you most vulnerable as a



-‐ Any joint venture or related products and services you could look into?

-‐ What new target markets/customer bases could you target?

-‐ How can you use technology to enhance your practice?

business? -‐ What trends, changes and threats are

happening in your industry? -‐ How prepared are you for technological

failures (e.g. website hacking, computer failure)?

Now, based on the above analysis, write down the following:

My top three strengths are I can enhance my strength by

1.

a. b. c.

2.

a. b. c.

3.

a. b. c.

Now, reflect upon your weaknesses.

The three weaknesses that cause me the biggest challenges

I can overcome my weakness by

1.

a. b. c.

2.

a. b. c.



3.

a. b. c.

What are the new and profitable opportunities that you can create from your strengths/weaknesses/threats?

What are the top three threats that you should avoid at all costs? What will you do about each threat – ignore, mitigate or eliminate it?



After doing this SWOT analysis, you would have a picture of what’s going right and what’s not going right in your practice, what you need to worry about and what you can build upon. With this understanding, answer the following questions: 1. What new idea you got for your coaching practice after doing this exercise?

2. What are the three immediate actions will you take in the days ahead?

The following information outlines what you may do to enable you to work through limitations you might experience. Requirements for effective self-evaluation

• Allow enough time – To think clearly, you need time to yourself so you are not rushed or pressured.

• Seek somewhere quiet – Provide yourself the luxury of a quiet place to think. Constant interruptions will stop the flow of your thoughts. You need to be able to think clearly.

• Relax and reflect – Take some deep breath and relax. Think of this as special time for yourself and make the most of the opportunity. At first you may feel like you have a million other things to do. However, as you get better at self-reflection, you will find that it helps to solve problems and implement the way you do things.

• Highlight your achievements – Be proud of your achievements. Particularly, think about the successes you have had since last practising self-reflection. Reflection is not just about your weaknesses, it is a time to celebrate your strengths too.



• Write in a conversational style – Document your thoughts so that you can record you progress. This allows you to note your current thoughts and reconsider certain areas as you develop greater skills and knowledge.

Reflection on your coaching On a scale of 1-10, how satisfied are you with the coaching session you just completed? What are you pleased with? What was difficult for you? Are there any concerns or anxieties about the way you are working with this client?



What is the shift that this client needs to make in order to enable a shift in their organization or personal life? What is the shift that I need to make in order to enable the shift in the client?

Coaching Supervision ICF defines Coaching Supervision as follows: “Coaching supervision is the interaction that occurs when a coach periodically brings his or her coaching work experiences to a coaching supervisor in order to engage in reflective dialogue and collaborative learning for the development and benefit of the coach and his or her clients.” The purpose of coach supervision is to support the coach’s professional, personal and coaching practice’s health and wellbeing. Indirectly it also ensures that the clients of the supervised coach are also well-supported and receive the best possible coaching experience. The coach supervision process supports the coach’s reflective practice and stimulates ongoing learning and development helping to maintain and raise quality standards across the profession. It is a peer-to-peer relationship that provides a place for continual professional development. Using the coach’s own experience with clients is one method of reflecting on skills, competencies and behaviours through this to support the coach to develop their own ‘internal supervisor’.



Coach supervisors, although peers, are typically more experienced coaches and therefore can provide mentoring and training as part of supervision which is a way of supporting the supervisee to be continually developing themselves professionally. Coach supervision provides a place to review and uncover potential ethical issues and therefore ensure the supervisee’s clients are well supported and served. It also provides a safe and confidential space for the supervisee to explore their coaching and to uncover any unconscious behaviours or biases that may get in the way of being the best you can possibly be for your client. Coach supervisors are specially trained in the skill of supervising coaches. Coaching supervision has three elements:

• Coaching the coach on their coaching. • Mentoring the coach on their development in the profession • Providing an external perspective to ensure quality of practice

Preparing for supervision Are there any crisis/emergency issues you need to talk about? Are there any themes emerging that you would like to review in supervision?



Are there any organisational/individual/training areas you want to talk about in supervision? What do you want from the session of supervision? – For yourself, for clients, for your learning Choosing a coach supervisor It is very important to feel comfortable and safe with your supervisor. As supervision will inevitably touch on the vulnerabilities of the supervisee and so supervisors must be non-threatening to the development and learning of the coach. Therefore, choose a coach supervisor who:

• Have a recognized qualification in coaching supervision

• Be in touch with developments the field of coaching

• Have knowledge of corporate life and organizational systems

• Have significant level of psychological understanding

• Have sensitivity to the learner’s situation and to different learning styles

• Have ability to work with different coaching styles

• Have minimum of 3 years practice as coach or coach mentor

• Demonstrate highest ethical and professional standards

• Demonstrate that their work has been professionally supervised over a number of

years.



You can go for either one-to-one supervision or group supervision One-to-one supervision

• Offers ‘special time’ for the practitioner • Can explore supervision issues at greater depth • Is more appropriate to deeper, more intense coaching • Supervisee can explore what they need to, when they need to • Builds a stronger relationship with the Supervisor

Group Supervision

• Increases accountability • Easier to notice the ‘unnoticeable’ • Experience group process and dynamics live • Actively harnessing difference • Often more energy • Can be easier to hear difficult things • Creates common language and values for group

1.2. Reflect on and recognize the effect of values, beliefs and behaviour in practice Our values and beliefs influence our behaviour, attitude, feelings and perceptions. We think and behave in a way that is consistent with our beliefs. It necessarily follows that if we change our beliefs, then we can achieve the best performance. That’s exactly what peak performers’ do all over the world. In coaching situation, the coaches bring with them their own beliefs and values. One of the key qualities of an effective executive coach is remaining non-judgmental. This means suspending any beliefs and pre-conceived ideas that may interfere with the coaching process. It is worth taking some time to reflect on your personal beliefs and values as these will affect your ability to listen without judgement. As a coach you are expected to being objective and see things honestly and clearly. Objective opinions are ones based on facts and reality, not on ideals or biases. Your values and beliefs must be aligned to the appropriate practice, comply with legislation and respond to the individual job requirements. Below are some areas in which you may reflect on the values and beliefs you have.



1. What are your personal goals?

2. What are your expectations from the practice?

3. Is your practice limited by any kind of bias? Diving a bit deeper on these things, all of the above is driven by our values. Values and beliefs are learnt in one’s culture, and they may be unconscious. You may not be aware of your own values and beliefs until you are confronted with someone different than you, e.g. working with a client from another culture. Values vary enormously, especially across cultures. We have a tendency to judge other’s behaviour based on our own cultural norms, the “lens” we see through. And here we have lots of opportunities for potential conflict, misunderstandings and miscommunication. Different values lead to different behaviour, behaviour you may not understand. It is important that you try to learn and appreciate these differences in order to work effectively with people from other cultures. This ability to understand and appreciate the needs and feelings of others is known as social awareness. When you are socially aware, you appreciate how people are different and how these differences provide learning and enjoyment. You are able to contribute to the coaching practice in positive ways.



Let’s do a short self-awareness exercise to know and understand -‐ your beliefs and principles -‐ What you value and what is important to you -‐ what motivates you -‐ your own emotions -‐ your thinking patterns -‐ your tendencies to react to certain situations -‐ what you want out of life

What are the top five values that are really important to you?

How do you think your practice demonstrate those values?

Is there a difference between the “public you” and the “private you”?



What do you want your clients to think and say about you?

Do you behave or act in a way that supports their thoughts and perceptions?

In your coaching practice you may meet several clients from diverse cultural backgrounds. There may be specific cultural needs such as appearance and dress, religious beliefs, customs etc. Every person has their own values based on their beliefs. For example, some people may believe leisure time is the most important thing in their life, some may have high values in regard to sport and focus life around this, and some people may have busy schedules and purchase takeaway foods often. Others may value the importance of museums and art galleries and some may place a high value on money, wealth and materialistic possessions. Some people have high levels of responsibility towards their family, while others have minimal responsibilities. Someone who cares for others after work will have greater difficulty coming to meetings or social events due to these commitments. Someone who has few responsibilities may be glad to participate more than others. If you are aware of the communication style and the languages spoken by others, you will be able to respond appropriately. Some people may not speak fluent English. You may need to interpret eye contact, physical movement, facial expressions and personal space as a part of your communication with them. Always remember that each person is different, so don’t just assume that people of a particular racial or religious background will share the same preferences. You must eliminate bias in your own values and attitudes to help you make decisions as situations arise.



Always ask yourself what the best outcome is for the people involved and how you can reach this outcome. Don’t apply your personal values and attitudes when dealing with a situation, as you must remain impartial and respond to issues or events according to your service policies and procedures. The following information outlines some strategies to help you deal with these types of situations and act with more awareness and sensitivity.

-‐ Be respectful of differences -‐ Understand complex issues -‐ Create an encouraging environment where clients can share information openly -‐ Ask questions in a non-judgmental way -‐ Encourage open discussions about assumptions and preconceived notions

Always abide by the following ethical principles:

• When in doubt about what to do, always put the client’s welfare first • Strive to be fair to all clients • Keep personal problems private during work times • Show respect to the customer • Respect the family’s right to privacy • Consider situations from others’ point of view • Support and assist team members where possible • Keep out negative discussions about your workplace and the people in it

Many times social and cultural differences between two people may create tension and misunderstanding. If you recognize a potential conflict, turn to your mentor or supervisor for support. Be guided by their advice and the appropriate documentation as they will describe the actions you should take. 1.3. Share two-way, open and evaluative feedback with co-workers or peers Feedback is a core component of a good coaching environment. It allows you to learn from an experience by processing it, receiving positive reinforcement and being challenged to try new and different ways of doing things. Through two-way communication, you may open to become learners through careful listening, receptivity of constructive criticism, and a genuine willingness to adjust supervisory style or method. You may switch role with your clients to become the recipient and not just the feedback agent.



Two-way feedback is most effective when performed orally in a one-on-one setting, but you may use written tools or engage in feedback in small groups. A two-way feedback will allow both the feedback giver and recipient to experience both roles in a reciprocal fashion. Essentially, both you and your client/co-worker/peer can fully experience the feedback process by being on the giving and receiving end of constructive criticism. There are several inherent challenges to this process of two-way feedback including

• Building reflection time into a work schedule • Fear of receiving unhelpful or painful criticism • Overcoming the traditional idea that you know more than your co-

worker/peer/client and thus does not need to receive constructive criticism However, the benefits of this kind of feedback, more often than not, far outweigh the risks. It all depends on the content of the feedback conversation i.e. the questions that are asked and answered by the participants in the dialogue.

• What is it that we are doing that is working and needs to continue? • What needs to be changed or adapted? • How does my coaching style compliment with that of my co-

worker/peer/client? • What might I do differently to contribute more to my success and to the

success of my work environment? • Do we use our meeting times productively? • What would I like to keep doing? • What would I like to do differently? • How would I like my co-worker or peer to communicate with me (support,

conflict, concerns and ideas) • How can I better support my co-worker/peer • How successful have we been in fulfilling mutual expectations? What needs

work? • How can we continue all the positive things that are happening?

1.4. Actively seek and reflect on feedback from clients, organizations or other relevant sources One important aspect of your development as a coach is the critical consideration of feedback you receive about your coaching practice. This feedback will come from a variety of sources, including your individual clients, organizations, mentor, your peers, and others who have observed you in the coaching session. You can also provide your own feedback by observing yourself coach via video recording. The purpose of the Reflection on Coaching Feedback is to help cultivate the habit of critical reflection as a coach by writing



about the feedback you have received on your coaching thus far. The process of taking time to reflect on the feedback you have received is an important part of your development, and can provide insight to your strengths, weaknesses, and future directions for development as a coach. Writing a reflection on your coaching feedback can also be the basis for later documents used in the review process.

To meet this requirement, you must: • Reflect critically on the feedback you have received on your coaching as part

of any certification program. This feedback should include -‐ Client evaluations -‐ Peer observation -‐ Self-observation via coaching video recording -‐ Mentor feedback -‐ Any other feedback you wish to consider

• Write a short reflection paper (1-2 pages) that: -‐ Describes significant observations or patterns in the feedback -‐ Interprets what you think the patterns tell you about your coaching -‐ Explains how you will use what you have learned from this critical

reflection -‐ Uses concrete examples from the feedback for support of your

conclusions

Questions to Consider To stimulate your thinking, you might consider some or all of the following questions as you reflect on the feedback.

• What particular observations or comments stand out, stay with you, or transform the way you see yourself as a coach?

• What common themes or patterns do you see across all of the feedback? • What do you think these themes tell you about your strengths as a coach? • What specific coaching choices might have led to particular feedback score or

comments (either positive or negative)? • What sorts of changes might you make to your coaching, in light of the

feedback? • Are there discrepancies between how you experienced a coaching session and

how a client experienced it? Why might this be? What might you learn from it?

• What are the top three things you will take away from this feedback?



2. Enhance own practice For further career/business development it is important to enhance your professional practice. Enhancing your professional practice requires developing a quality improvement plan. This is achieved by

-‐ Identifying the gaps in your skills and knowledge -‐ Seeking new information to improve your understanding and skills

It is important to have a good understanding of your coaching industry including the latest trends, tools and techniques, global best practices and local expectations. It also means to be aware of the industry sectors that your client comes from. Staying abreast with the current industry developments and trends you can effectively address your current and future professional needs. 2.1. Determine improvements needed based on own evaluation and feedback from others You may think that you have the best coaching program and resources but with the changing times everything becomes outdated. With time, the environment changes and so do the needs of the clients. That is why it is very important to determine improvements in your day-to-day performance, maintaining compliance with the short-term and long-term objectives and to stay abreast of current industry practices and trends. Critical reflection skills are put into action when it comes to assessing your own practice. Answer the following questions for your professional practice: a. What are the overall objectives of your professional practice? b. Measure your current performance as against the set objectives. c. Give some valid evidence to substantiate your performance claims above



When you will reflect on your practice regularly, you will notice the areas where you can make improvements and revise your goals. Take a look at this checklist of specific aspects of your coaching practice which may need some attention.

S. No. Question Comments 1.

Am I aware of all the regulations and standards expected of me?

2.

Do I implement the best practices?

3.

Do I have all the skills and knowledge required to carry out my role to the highest level?

4.

Do I have skills, knowledge, expertise and resources to cater for all client needs within my professional practice?

5.

Are my coaching programs meeting all aspects of targeted client needs?

6.

Do I respond ethically in all situations?

7.

Do I deal with difficult situations appropriately?

Key elements of professional practice as a coach There are eight key elements that you must focus on to develop and manage your professional practice as a coach.1

1. Your own education, training, supervision and continued development in the knowledge, skills and practice of coaching.

2. Strategic and marketing plans, whether you are an external or internal consultant.

1 Lewis R. Stern. Executive Coaching: Building and managing your professional practice.



3. Descriptions and marketing material for your coaching services targeted to your target markets.

4. A professional network for referrals to you as well as from you. 5. A toolbox of resources for meeting the needs of your clients such as assessment,

guides, readings, educational material and media 6. An office infrastructure including telecommunications, a scheduling system, and

administrative support. 7. Research and publication 8. Community service

Adopt a problem solving approach In your professional practice, you will also be presented with situations that demand a problem solving approach. Have you ever experienced a situation when you keep going around and around in circles in your head, often feeling stuck or blocked. As a coach, this is one of the most common situations that you would come across. For example, when reflecting on an issue might induce feelings of frustration, which in turn fuel further frustrating thoughts that generate even more frustration and so on. The thought or feeling which started the loop becomes secondary and often becomes impossible to separate from the frustration. That is why it is important you must recognize the starting point which begins the loop. Once you know where it all started, you will know what has to be cut to resolve the situation. This necessitates you to look at problems from a fresh perspective. To deal with these problems positively, you need to consider:

• Why or how the problem has been presented • Who the problem relates to • How the problem affects your coaching practice • How the problem can be fixed

Once you are able to evaluate the key elements of a specific problem you will then be able to move forward in an attempt to resolve it. Remember you cannot fix all problems or issues you are confronted with, and often may need assistance from others. Review the outcome – Continuous improvement. Based on the feedback you receive you will implement changes to certain aspect of your coaching practice. You must also assess the outcome of those changes – this includes whether things improved or more challenges came up as a result of those changes. You must also seek feedback on the changes implemented. This will keep a constant cycle of feedback, implementation and review – this is known as continuous improvement.



2.2. Identify potential support networks both internal and external to the organization Networking is the process of developing and using contacts for information, advice and support as one pursues a career or professional practice. It has been increasingly recognized as a vital, potent force for those who wish to move ahead in today’s business and professional world. The concept of networking is not new. Heard the phrases “It’s not what you know, but who you know” or the “good-old-boy” network has always been there. However, what’s new is the open recognition and acceptance of the importance of the networking process and the purpose implementation of internal/external and formal/informal networking relationships. Your professional practice is nurtured by the use of professional networks, both internal and external. The more people you come into contact with, the greater is your access to knowledge, opinions and experiences that can complement your own. As you grow and develop, your networks will expand with you, or link you to further networking possibilities. There are different support networks and professional services available within the coaching industry. There are number of different methods that can be used to interact. Networks should be part of the everyday culture of communication and development. There are a variety of networks to choose from, and you will find options both within and outside your business practice. When you network with those outside your organization you get ideas which may be completely different from your own. This may challenge to relook at your own coaching framework and best practices. Start with assessing your needs and assets in a systematic and organized manner. Your professional network includes contacts tailored to your coaching practice services you offer and goals you hope to accomplish.

Ø Your first step in planning an effective support network is to clarify your business/career goals.

Ø Next you must identify the areas where you need support or the areas you wish to develop.

Ø Find about the local network Ø Think about the ways of approaching them Ø Consider how to leverage the network for a mutual benefit



Who are the people in your present support network who can help you achieve these goals? How well and in what ways are they meeting your present needs? Do you think any additional contacts that may be needed to enhance any element of your professional practice? Find out the external networks within your local area that you may like to become involved in. Many external networks are found by talking to others. You might hear about a network from a peer, at a meeting or professional development session, or during a conference. Other networks are online and use web-based methods to make contact. You can find



about local networks by talking to the local government or community services in your area.

Approaches to networking Networking isn’t compromising yourself or your job in any way and isn’t a substitute for competence. This mutual support system shouldn’t operate only when a favour is wanted but rather cultivated on a regular basis. Social exchange is as important as material exchange. The challenge isn’t simply to develop contacts but to develop useful contacts and use them. Some approaches to networking are:

• Mix with others outside your professional practice. Make efforts to meet new people at social events and get to know more acquaintances better.

• Get maximum mileage out of your business cards. In addition to the usual exchange, use a card as a quick way to write a short note of praise or appreciation. It will help the other person remember you along with your professional practice.

• Take risks. Get out in a new adventure, a new sport or a new hobby. Expand your horizons. You’ll be a more interesting person and gain new insights as well as meet new people.

• Join various organizations to benefit you personally and professionally. Volunteer for extra responsibilities that will demonstrate your skills to a different audience.

• Stay abreast to the current events. Don’t depend on one media as a total resource. Knowledge in fields other than your own can be a real bonus when interacting with others.

• Always leave a “good taste” in whatever situation you are in. • Get to know the global experts in your field. • Start a file of names and organizations that might be helpful to you for future

reference. • Make a special effort to have good rapport with your local communication

media and show your appreciation for the visibility they provide • Cultivate contacts farther away from home base. A colleague from another city

may provide a fresh idea or approach to a problem • Courtesies are remembered. Acknowledge someone who has made a special

achievement as well as those who have done favours for you. • Use good taste to let your own achievements be known. If you have done

something you think is significant, don’t hesitate to let people know who wouldn’t otherwise be informed.



Networks can be established by: • Joining a professional organisation/association to take advantage of training

and development • Attending conventions and conferences • Participating in blogging and online social media • Joining professional networking sites; for example, LinkedIn

Join formal networks Networking requires times and effort, but the result is ultimately worthwhile: When you join a formal networking group, it can provide

• A source of fresh and creative ideas • A sense of comradeship • Partners to help you troubleshoot or brainstorm • Colleagues to collaborate with on big and small project alike • A huge supply of wisdom, expertise, experience and resources • A shared mission (something bigger than just yourself) • A feeling of pride and positivity about your profession

Develop informal networks Within your organisation, networking will depend on the type of service you participate in, the size of your organisation and its structure. The networks may not be obvious or they may be a clearly adopted strategy for staff development. In either case they should provide a positive culture and a way for participants to learn and grow. Informally, you will network by asking and answering questions, and through observing and discussing what happens each day. Formally, you may be involved in meetings, shared planning times, professional development and training. Within the organisation, you may have access to:

• Colleagues • Supervisors

• Industry leaders • Directors • Owners or management committee members • Support staff such as casual workers and specialists • Community members

Maintain networks To maintain your networks, you need to maintain the relationships you have built within them. Group membership may require you to attend networking sessions. Other relationships may only require that contact is made on a regular basis.



Regardless of how or why you have formed a network with the individual or group, you must keep and maintain open lines of communication. This may be a simple greeting, a short conversation when you see them in person, an email, a forum posting or sitting with a networking partner at a professional development seminar. Regardless of the social or work-based event you are attending, there are many possibilities being presented to you that pose opportunities to widen and add to your network. The following outlines tips for maintaining a network in your industry. 1. Acknowledge meetings – Attending meetings allows you to maintain relationships within the

networking group. If possible, make contact before the meeting and add items for the agenda. This provides you with another opportunity to talk to a group member or contribute to the group discussion. If you cannot attend a meeting, provide your apology. Without an apology, your networking colleagues will think you feel they are unimportant. After the meeting, request the minutes. This can be another opportunity to converse with a group member and shows you are interested in what is happening and how you can participate.

• Engage in social media – Facebook, LinkedIn and online forums all require your regular participation. This more you are involved, the more you will gain from others. Remember that you don’t always have to be an expert and answer other people’s questions. You may have your own questions. You can also reflect or add new posts. Think about your posts prior to posting them. Write professionally. Check that your topic and content state what you mean. Always respect confidentiality.

• Attend professional development sessions – Make your presence known at as many training sessions and conferences as you can. It is likely that the same people will attend the same professional development as you. Acknowledge these people and take the opportunity to make new acquaintances and catch up where possible.

• Answer promptly – If people in your network make contact with you, respond to them promptly. If you cannot complete the task or collect the information they want immediately, let them know. Send an email or call to tell them when you can follow through with their request.

• Ask for help – Contact relevant people in your network that can assist you. Be professional about how you request information and respect confidentiality. Avoid speaking negatively about people or organisations, as people in your network will remember this and suspect that you talk in this way about them. Ask about the problem or decision you need to make, rather than placing blame. For example, “I want to develop my conflict resolution skills”, rather than, “The boss at work is nasty and picks on me all the time.”

• Thank people – When you receive good advice or help from people in your network, thank them. Contact the people responsible and let them know how much they have contributed to your professional development. This will strengthen the connection.

• Share information – When you find interesting information, share it with others. Sometimes you will remember that a person in your network has asked about this



information, or you may just think something would be useful to a particular group or person. Adding your own value and providing expert advice, opinions and support helps you to become invaluable to others.

• Introduce someone – Link your networks, introduce someone to your network you have established. This might be someone who will benefit from the network or who can provide value to the network. While you are introducing the person, it allows you to interact with others and create discussion.

• Get a business card – Make your own business card, or take advantage of the inexpensive offers available from print shops. People tend to hold onto business cards and it is an easy way for them to remember you and contact you if they are nurturing their own networks.

• Announce changes – If you change your job, name, role or goals or have experienced a personal milestone (such as completing a qualification, having a baby or getting married), you can use the event to make a contact. Send a letter, card or email as a catch-up.

2.3. Seek specialist advice or further training where need is identified It is never possible that you have knowledge of all facets of your clients’ needs, program implementation and industry. There may be situations when you need specialist support or further training to gain relevant knowledge. Instead of ignoring, if you acknowledge this need to gain knowledge it will be more helpful. This depicts your responsible and professional attitude towards your practice. Here are some situations which may make necessary specialist advice or further training:

• Your client demonstrates a specific need that demands concentrated skills • The needs of the service such as meeting expected quality standards or

regulations. • Industry trends that require understanding of new information

Whenever such situations arise, you must seek and accept help. It is natural to experience obstacles in the form of time constraints, lack of adequate funding, and lack of suitable expert. However, it is best advised to get into the habit of developing your skills and knowledge on a regular basis. Decide on a certain number of hours annually, say 30, which is often the amount of time recommended by professional bodies and commit to whatever form of training you feel would be beneficial to you. You must use all the possible opportunities to gain knowledge and skills and to take away as much learning and experience as you can. It is like lifelong learning where you attend training and professional development to continually improve your knowledge and skills. This will help you to become a more valued and experienced coach. You can attend nationally recognized training programs in coaching that are recognized as accredited courses by the Australian Skills Quality Authority.



Apart from the additional training, you may also seek specialist advice from an expert who can play the role of a mentor for you. Someone with whom you have a trusting, genuine, ethical, confidential and respectful relationship can become your mentor. He/she can provide professional supervision as well as on-the-job mentoring to help you develop greater knowledge and skills. You should always seek specialist advice from the people who have your best interest in their mind and provide you with constructive feedback and opportunities to further enhance your professional practice. You may also consider the need for a specialist training if you wish to transition into a specific type of coaching from your other specialities. What knowledge and skills will you leverage from your experience in your current or past specialities? What biases or approaches from your previous specialities do you need to compensate for as you need to transition into coaching? In what situations will you focus your coaching practice?



What strategy will you use to expand the scope of your practice from your initial coaching situations? List down some current professional development opportunities available in your local area that are relevant to your needs? 2.4. Recognize requirements for self-care and identify requirements for additional support Coaches tend to be “high-people-care”, “high-octane”, “high-performance” people in, “heavy-people-care”, and “high-stress, responsibility-heavy” environments. So, if you do not learn to self-care, you set yourselves up for disaster! It is important to work smarter and not always harder. As a coach, your clients look to you to model and provide the centeredness, focus and clarity they crave. If you’re constantly anxious and restless, then it’s going to become increasingly difficult to follow through on these expectations. What’s more, at a certain point your clients will be able to sense that you’re not practicing what you preach—and that can diminish your legitimacy in their eyes. Hence, if you’re a coach of any kind, self-care is not a luxury. It’s an absolute necessity for combating stress, preventing burnout and enabling you to remain calm, focused and centered—all of which is essential for doing your job well. Self-care is about recognising your human needs and ensuring these are met. It may be difficult to maintain this balance; therefore, you will need additional support to care for yourself.



A comprehensive and balanced regimen of self care must address the four following essential areas of care:

-‐ Physical self care - Sleeping, eating, drinking, breathing, exercising. -‐ Mental self care - Organizing our life, managing our resources, learning. -‐ Emotional self care - Processing our feelings and going back to center. -‐ Spiritual self care - Nurturing a relationship to the mystery and to who

we really are.

If any aspect of your self-care is being negatively affected, it is important that you seek help. This becomes all the more critical if you feel you are unable to cope with the demands of any aspect of your professional practice. Neglecting self-care for longer time may lead to stress and uncertainty which may impact your practice. This not only can reflect and impact on the clients you are working with, but also your own personal network and family members. Self-care Anything that contributes to your emotional, spiritual, physical and/or social wellbeing is related to your self-care. Self-care occurs when you are able to create a balance between work and personal life. Looking after yourself; whether it’s brushing your teeth, taking medicine when you are unwell or exercising is considered to be self-care. Additional support Coaches have to work in a regulated setting which demands a high degree of personal investment to provide quality service. It is no easy task to master the numerous and complex skills required of you as part of your practice. However, academic setting may not be able to provide you all the necessary skills. So, you will have to observe other professionals, and acquire skills when working directly with the clients. Stay alert to learn while coaching others. Never shy away from seeking additional support if a need arise. When you ask for help it shows that you are taking ownership of your responsibilities and are willing to move forward to help both yourself and others around you Think about the ways in which you care for your mind, body and soul?



What is the purpose you seek in your life? What inspires you? What kind of diet you take to support your optimal functioning? Use a journal to reflect on your self-care practices, you can ask following questions:

-‐ How is my energy level? -‐ What inspires me at work and outside? -‐ How is my health? Am I facing any health challenges? -‐ Is there a need to change your viewpoint about anything? -‐ What do you lose if you do not follow suitable self-care?

Taking appropriate self-care is important to access greater wisdom, creativity and happiness. Find your own path to satisfaction. Health, energy, empathy and clarity of thoughts are the most valuable resources of coaches. When you have these resources you are able to use your coaching toolbox more creatively. Self-care supports your career and business. People hire you as a coach for who you are, so the success of your business and your effectiveness as a coach depends upon self-care. Once your self-care is intact, you can put the right amount of effort in your work to take it to the next level.



Here are some simple self-care tips Ø Follow mindfulness practices such as yoga and meditation. Even if you have a very

busy schedule with lot of phone calls, appointments and other work obligations, still stay committed to your daily practice to mindfulness. This will bring clarity, focus and calm to your professional practice.

Ø Eat healthy diet. Instead of eating processed foods, eat home-cooked meals and fruits and vegetables. An unhealthy diet would decrease your immunity, dampen your mood and reduce work performance and productivity. That is why it is important to invest in eating nutritious diet.

Ø Give yourself some time off. While working as a coach you decide your own work hours. Though this means you get time for your personal commitments but it also means there are higher chances of overwork and difficult to take a real vacation. However, research indicates that taking time off is critical for maintaining physical health, emotional wellbeing and work performance and productivity.

Ø Build personal relationships that are supportive and caring. The coaching practice drains your emotional system. Therefore, you must have some relationships where you can also receive as much as you give. Seek friends, mentor, therapist or your coach.

Self-care is really very important for you as a coach because you invest a lot of your

energy towards the needs of other people. So, you must spend time replenishing your

energy levels.

2.5. Devise, document and implement a self-development plan that sets realistic goals and targets As coaches you expect your clients to have and to review regularly their personal development plan. However, if asked what about your own self-development plan. Do you have one? Do you regularly review it? Many coaches don’t have one or if they have then not update it on a regular basis. Reasons why you should devise, document and implement a self-development plan are

Ø Helps you maintain credibility with clients Ø Makes your more mindful of how you are growing as a coach in

comparison to the others in the industry as well as to the needs of your clients

Ø Helps maintain the humility essential to effective coaching (Though I do have a lot of experience, but I still need to learn newer things)

Ø Provides a rich source of topics for reflection and to take to supervision Ø Gives focus and direction to the development of coaching skills, practice

and philosophy.



There is no right or wrong way to create a self-development plan because it is specific to each individual. You can use the following checklist of questions to design a well-structured self-development plan that fits your learning style for setting and pursuing realistic goals and targets.

Questions to consider Comments What skills do I most want to improve for greatest benefit to my clients?

What tools, techniques or coaching constructs do I want to add to my toolbox?

How will I ensure I understand them in sufficient depth to apply them safely and wisely?

How will I integrate these with my existing toolbox?

What can I do to increase the quantity and quality of the feedback I receive on my coaching?

How can I extend my learning network? Who can I use as role models of good practice?

What do I need from my professional supervisor? Is it time to trade them in?

How can I develop and more clearly enunciate my personal philosophy as a coach?

How can I build my reputation?

How can I build my self-confidence as a coach?

How can I become even more authentic?

Where can I find appropriate challenges to my assumptions about coaching and my role as a coach?

How will I improve the quality of my reflections on my practice? When am I at my most/ least effective as a coach? How do I know? Who holds up the mirror to me as a coach?

In what ways, do I want to stretch my boundaries of my coaching?



What resources are available to support my development as a coach? (e.g. reading, social networks, role models, courses, supervision…).

Who can I rely on to help me?

What is my vision for the coach I want to be in 1, 2 and 5 years’ time?

How much energy, time and other resources can I invest in making this vision happen?

How will I know I’m making progress?

Practical ways of keeping the momentum of a self-development plan include:

Ø Reviewing it regularly with peers and supervisors Ø Setting monthly targets in terms of knowledge acquisition (e.g. reading, attending

courses or professional development events) Ø Joining with peers in online or face-to-face learning groups Ø Setting yourself a developmental challenge at least once a quarter Ø With clients’ permission, experimenting with different approaches that may

extend your repertoire (but always prioritising their needs over yours)

As a professional coach, if you don’t invest energy into your own development, it will automatically limit your effectiveness with clients. In contrast, coaches who take their self-development seriously become well-equipped to establish and maintain a true developmental partnership with their clients.

3. Facilitate ongoing professional development As industries evolve, it is useful to develop strategies for keeping up-to-date and finding out about new information early. Understanding and being aware of changes allows you time to think about what is happening, plan responses and work confidently with others in communicating best practices. You may find out about latest information through various ways including internal and external networks, meetings with authorities, professional development activities, conferences, professional discussions, news reports, and subscription to associations and journals. Each of these methods helps you to gather information and, more importantly, collect the information you need in order to assess your current and likely future needs.



3.1. Access and review information on current and emerging industry developments and use these to improve practice Industry trends and customer demands may affect your professional practice – the way you interact with your clients. Therefore, these should always be of interest to you as these will form the foundation of your role. You must adapt your practices to suit the industry developments and clients’ demands and expectations. Your current needs will largely be focused on the target client base you work with. Any latest developments this target client group will impact your coaching practice. Current and emerging industry developments will consequently impact how you plan for the future.

Ø Research and analyse information on current and emerging industry trends Ø Research using internet Ø National Quality Framework Ø Appraise and apply current developments Ø Critical reflection

The best way to get access to information on current and emerging industry developments is by becoming a member of a professional association such as International Coaching Federation (ICF). As peak bodies, they often hear about, publicise and begin to respond to changes within their sector early and support their members and others in the area of how these trends will affect the workplace, clients and other stakeholders. You can also subscribe to a magazine or journal in the coaching industry that meets the scope of your practice.

A research study identified key success factors for a life coaching business. The most

important for the Life Coaches Industry are: • Having an area of specialization • Having a good reputation • Having a wealthy client base

Measure your professional practice on these three areas.



Use internet research to find out the current best practices that coaches used in their coaching engagements. You may read on this link https://media.ccl.org/wp-

content/uploads/2016/09/coachs-view-center-for-creative-leadership.pdf. What kind of best practices have you incorporated in your professional practice? In your area of work, find out the reasons coaches are hired? For example, an executive coach is called in when there is a turnover in the executive team; personal/life coach is called in when someone is facing a traumatic life event etc. Do you think you have enough expertise and resources to be called in for your services in these situations? How are the field of neuroscience and psychology influencing the coaching practice? How can you leverage these trends to enhance your practice? 3.2. Assess and confirm own practice against ethical and legal requirements and opportunities Your actions and general behaviour influences many people daily. Clients place their faith in you, they expect your full commitment and that you value their concerns. That is why you are expected to adhere to the ethical and legal requirements of the profession. In



Australia, coaching practice is not fully regulated. Despite saying that to build a reputation and not to get yourself into a lawsuit, you will have to adhere to the ethical standards and legal requirements set by the nationally or internationally accredited bodies that govern the highest standards of coaching profession. Unless you have built a reputation for your business, it is difficult to survive in this highly competitive industry. Take a look at this Code of Ethics put forth by the International Coach Federation (ICF). The ICF Standards of Ethical Conduct Section 1: Professional Conduct at Large As a coach, I :

1. Conduct myself in accordance with the ICF Code of Ethics in all interactions, including coach training, coach mentoring and coach supervisory activities.

2. Commit to take the appropriate action with the coach, trainer, or coach mentor and/or will contact ICF to address any ethics violation or possible breach as soon as I become aware, whether it involves me or others.

3. Communicate and create awareness in others, including organizations, employees, sponsors, coaches and others, who might need to be informed of the responsibilities established by this Code.

4. Refrain from unlawful discrimination in occupational activities, including age, race, gender orientation, ethnicity, sexual orientation, religion, national origin or disability.

5. Make verbal and written statements that are true and accurate about what I offer as a coach, the coaching profession or ICF.

6. Accurately identify my coaching qualifications, expertise, experience, training, certifications and ICF Credentials.

7. Recognize and honour the efforts and contributions of others and only claim ownership of my own material. I understand that violating this standard may leave me subject to legal remedy by a third party.

8. Strive at all times to recognize my personal issues that may impair, conflict with or interfere with my coaching performance or my professional coaching relationships. I will promptly seek the relevant professional assistance and determine the action to be taken, including whether it is appropriate to suspend or terminate my coaching relationship(s) whenever the facts and circumstances necessitate.

9. Recognize that the Code of Ethics applies to my relationship with coaching clients, coachees, students, mentees and supervisees.

10. Conduct and report research with competence, honesty and within recognized scientific standards and applicable subject guidelines. My research will be carried out with the necessary consent and approval of those involved, and with an approach that will protect participants from any potential harm. All research



efforts will be performed in a manner that complies with all the applicable laws of the country in which the research is conducted.

11. Maintain, store and dispose of any records, including electronic files and communications, created during my coaching engagements in a manner that promotes confidentiality, security and privacy and complies with any applicable laws and agreements.

12. Use ICF Member contact information (email addresses, telephone numbers, and so on) only in the manner and to the extent authorized by the ICF.

Section 2: Conflicts of Interest

As a coach, I : 13. Seek to be conscious of any conflict or potential conflict of interest, openly disclose

any such conflict and offer to remove myself when a conflict arises. 14. Clarify roles for internal coaches, set boundaries and review with stakeholders’

conflicts of interest that may emerge between coaching and other role functions. 15. Disclose to my client and the sponsor(s) all anticipated compensation from third

parties that I may receive for referrals of clients or pay to receive clients. 16. Honor an equitable coach/client relationship, regardless of the form of

compensation.

Section 3: Professional Conduct with Clients

As a coach, I :

17. Ethically speak what I know to be true to clients, prospective clients or sponsors about the potential value of the coaching process or of me as a coach.

18. Carefully explain and strive to ensure that, prior to or at the initial meeting, my coaching client and sponsor(s) understand the nature of coaching, the nature and limits of confidentiality, financial arrangements, and any other terms of the coaching agreement.

19. Have a clear coaching service agreement with my clients and sponsor(s) before beginning the coaching relationship and honor this agreement. The agreement shall include the roles, responsibilities and rights of all parties involved.

20. Hold responsibility for being aware of and setting clear, appropriate and culturally sensitive boundaries that govern interactions, physical or otherwise, I may have with my clients or sponsor(s).

21. Avoid any sexual or romantic relationship with current clients or sponsor(s) or students, mentees or supervisees. Further, I will be alert to the possibility of any potential sexual intimacy among the parties including my support staff and/or assistants and will take the appropriate action to address the issue or cancel the engagement in order to provide a safe environment overall.



22. Respect the client’s right to terminate the coaching relationship at any point during the process, subject to the provisions of the agreement. I shall remain alert to indications that there is a shift in the value received from the coaching relationship.

23. Encourage the client or sponsor to make a change if I believe the client or sponsor would be better served by another coach or by another resource and suggest my client seek the services of other professionals when deemed necessary or appropriate.

Section 4: Confidentiality/Privacy As a coach, I :

24. Maintain the strictest levels of confidentiality with all client and sponsor information unless release is required by law.

25. Have a clear agreement about how coaching information will be exchanged among coach, client and sponsor.

26. Have a clear agreement when acting as a coach, coach mentor, coaching supervisor or trainer, with both client and sponsor, student, mentee, or supervisee about the conditions under which confidentiality may not be maintained (e.g., illegal activity, pursuant to valid court order or subpoena; imminent or likely risk of danger to self or to others; etc) and make sure both client and sponsor, student, mentee, or supervisee voluntarily and knowingly agree in writing to that limit of confidentiality. Where I reasonably believe that because one of the above circumstances is applicable, I may need to inform appropriate authorities.

27. Require all those who work with me in support of my clients to adhere to the ICF Code of Ethics, Confidentiality and Privacy Standards, and any other sections of the Code of Ethics that might be applicable.

Section 5: Continuing Development As a coach, I :

28. Commit to the need for continued and ongoing development of my professional skills

3.3. Identify and engage with opportunities to extend and expand own expertise Depending on where you’re at right now in your coaching business, you would have a desire to grow it big. For this you would have to identify and engage with opportunities to extend and expand your expertise to widen your customer base and increase your income. Determine who you want to serve as your audience. Whether you want to be a generalist or a specialist – think about this. You may consider specializing in your coaching practice.



For example, if you’re a personal coach, one your primary target market could be as a career coach for middle age people between 45-70 years of age who want to get into gainful employment. It is much easier to convey your expertise and provide transformational results by focusing on this smaller segment of the market. So, think and find out the market segments that you can serve. Next, answer the following question to determine your best solution to solve the problem for your target markets. What is the No. 1 problem you can solve for each of the market segment? Think about your skills, knowledge, and experience. How you are uniquely positioned to solve this problem in a powerful way?

Now that you’re clear on who you want as your target audience, the next step is attracting your ideal clients. This is about the marketing strategies you use to reach your target audience.

Ø Online marketing e.g. pay per click advertising

Ø Strategic partnership with someone who provides a service or product that complements what you offer. For example, if you are a career coach you partner with a training company that offers specific training programs to enhance employability skills of the target market.

Ø Expert positioning by creating valuable content for your audience who can help you generate leads.



Think about some strategies that you can use to market your coaching practice to each market segment? Quick tips to expand your coaching practice

Ø Don’t try to be all things to all people just will not work, people get confused and a confused mind will say "No!". So, it is best to identify your niche market.

Ø Focus your marketing budget and efforts aligned to your goals. Ø Continuously think of how you can add value for your clients in a way that no one else is

doing. Ø Expand your services and products so that your clients are able to select the service that

fits their current financial situation

3.4 Regularly participate in review processes as a commitment to upgrading skills and knowledge

“Excellent firms don’t believe in excellence – only in constant improvement and constant change.” Tom Peters

It is very important for coaches to systematically maintain and broaden their knowledge, skills and personal qualities needed in their professional practice. In addition to goal setting and measuring your progress towards them, a large part of continuing professional development is reflection. This involves analyzing your performance, recognizing learning and subsequent actions from both good and bad experiences. Using a coach can be really beneficial with this process, as they provide you with an objective confidential sounding board.

There are many benefits to doing continuous professional development. It can help you Ø Present your achievements in the best possible light, and enhance your practice Ø Stay competitive when it comes to looking for a new client Ø Cope with a fast-changing industry environment Ø Boost your confidence and credibility Ø Impress future clients with a tangible commitment to life-long learning Ø Finally, CPD provides a new and exciting intellectual challenge, as you learn more

about your professional practice, your capabilities, and yourself. As a coach it is important for you to undergo continual professional development to enable you to provide the best possible service to your clients. One of the most important qualities of an inspirational coach is ‘leading by example’. If you want your client to develop their skills to enable them to live/perform better, it is vital that you show them



the way by undertaking CPD for yourself. However, when working with your clients in a rigorous schedule it appears that setting aside time for your own continuing professional development is well down your list of priorities and is often the first thing jettisoned when under time pressures.

Allowing time for reflection and broadening your knowledge and skills is a critical element of becoming coach you wish to. If you don’t grow and develop how can you expect to continue to stretch your clients and help the individuals to achieve their own goals and aspirations?

Consider the following questions:

What have you done in the last 3 months to develop your skills and knowledge base?

What are the skills you currently possess and which ones would you like to develop?

What are you going to do about it?

Demonstrate commitment to upgrading skills and knowledge You must be committed to identify and use opportunities to grow and develop your skills and knowledge. As with all professions, continuing to develop is an important addition to



becoming qualified. Your development as a coach is paramount to your success. Continuing Professional Development (CPD) can include: supervision, attending courses, workshops and webinars to learn new tools, techniques and methods that are directly related to or applicable to coaching. Keeping up with new developments in the coaching industry and learning new ways of dealing with different things can provide an added dimension to the coaching you offer. Regardless of your chosen method, when you participate consistently in learning opportunities, you stay refreshed and updated.

CTA5:&CTAPRP003&Reflect&on&and&improveown&professional ... · Everyone in the life coaching or executive coaching service needs to reflect on their own practice through self-evaluation

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