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CPD & Networking EventResilience and Wellbeing in Coaching
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About Today
o Theme: Resilience & Wellbeing in Coaching
o Aims:
o Enable networking and support coaches
ongoing professional development
o Update and seek feedback/input from
coaches on the Coaching Matters Network
and collaborative service
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Programme
10:00 Arrival and Networking
10:30 Coaching Matters Working Group Update
10:45 Networking Activity
11:30 Guest speaker: Jenny Campbell, CEO, The Resilience Engine
12:30 Lunch
13:00 Group Activity: Exploring ethical issues in coaching
14:00 Group Discussion: National impact of the Coaching Matters
Network
14:45 CPD forward planning
15:00 Close
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Coaching Matters Updates
December 2017 Event - Explored the appetite
for a joint coaching service and network.
Positive response overall
Concerns and asks
Clarification around the logistics, management of
the service, how it would work and how it fits with
existing local and SCMC arrangements.
Shared coaching capacity and resources
Governance and quality assurance (including
supervision and CPD)
A consistent evaluation approach
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Coaching Matters Updates
We have established a Network Community site and
activities
We have agreed an interim system and principles
for a shared coaching service and are piloting this
We have developed a guide
We have agreed Governance Frameworks
We have developed an evaluation framework
We are continuing to work with SCMC towards a
shared platform
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Getting to know you
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You show me yours & I’ll show you mine!
Share a coaching tool, technique or approach that
you find useful in your practice
Discuss how you look after your own wellbeing and
keep your personal resilience high as a coach
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Our Guest Speaker:
Resilience and Wellbeing in Coaching
Jenny Campbell - The Resilience Engine
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What do you think?
Ethics
Codes of conduct
Values
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Defining Ethics
Moral principles that govern a person's behaviour or the conducting of an
activity.
Synonyms: moral code, morals, morality, moral stand, moral principles, moral
values, rights and wrongs, principles, ideals, creed, credo, ethos, rules of
conduct, standards (of behaviour), virtues, dictates of conscience e.g. "the
ethics of journalism“.
The branch of knowledge that deals with moral principles.
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Defining Code of Conduct
A code of conduct is a set of rules outlining the social
norms and rules and responsibilities of, or proper practices
for, an individual, party or organization. Related concepts
include ethical, honour, moral codes and religious laws.
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Values
Personally chosen or social principles or standards of
behaviour; one's judgement of what is important in life.
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Ethical Perspectives
Consequential
- in service of bringing about the best consequences where the actions taken are ethically neutral in themselves.
Dutiful
- some actions are intrinsically good (telling the truth, keeping promises, being just) or intrinsically bad (withholding the truth, breaking confidentiality).
Pluralistic
- some actions need to be weighed against contrasting perspectives (if keeping a promise might harm others, weighing the value of keeping the promise against the value of not harming others).
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Global Code of Ethics for Coaches and
Mentors AfC & EMCC & (ICF)
Terminology
Working with Clients
• Context
• Contracting
• Integrity
• Confidentiality
• Inappropriate interactions
• Conflict of interest
• Terminating professional
relationships and ongoing
responsibilities
Professional Conduct
• Maintaining the reputation of
• coaching and mentoring
• Recognising equality and diversity
• Breaches of professional conduct
• Legal and statutory obligations
and duties
Excellent Practice
Ability to perform
Ongoing supervision
Continuing professional development and reflection
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Psychological Awareness
Transference and Counter transference
Transference
This is when a person projects desires and attributes onto another
in coaching the most common form of this is where
the coachee consciously or unconsciously develops an
emotional attachment with the coach, elevating them to an
idealized position where the coach represents a parent or
partner.
Countertransference
This is when the coach responds to the transference by
consciously or unconsciously accepting the psychological
'promotion'. As a result, the relationship with the coachee subtly
changes. For example, into a parent – child dynamic.
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Psychological Awareness
Parallel Process
This can be based on of transference and counter transference –
or when either the coachee or the coach pick up and
experience either each other’s or the coachee’s feelings evoked by
the material being talked about e.g. mood, physical condition, life
issues or an image.
For example, if the coachee is talking about the
frustration with a colleague in a way that the coachee appears frustrated and
the coach then also starts to feel frustration.
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Psychological Awareness
Psychological Strokes
Psychological strokes are the recognition, attention
or responsiveness that one person gives another.
Strokes can be positive (nicknamed "warm fuzzies") or negative
("cold pricklies"), low intensity (eye contact) or high intensity (hug)
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Psychological Awareness
Deference & Enmeshment
Deference
Respectful submission or yielding to the judgment, opinion, will, etc., of
another.
Enmeshment
Introduced by Salvador Minuchin to describe relationships where
personal boundaries are diffused, sub-systems undifferentiated,
and over-concern for others leads to a loss of autonomous
development.
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Psychological Awareness
Transactional Analysis (Eric Berne, 1950)
Critical Parent Offers criticisms and judgments
Makes rules and sets limits
Nurturing Parent Offers advice and guidance
Protects and nurtures
Free Child Genuinely fun-loving and energetic
Offers creative and spontaneous contributions
Adapted Child May act compliant and polite (passive)
May act rebellious and manipulative (aggressive)
Offers clear, fair and assertive communication;
Focuses on solutions based on facts and evidence;
Considers principles, options, benefits and risks;
Makes balanced decisions;
Seeks practical planning and action;
Stays in ‘adult’ regardless of the other’s behaviours.
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Psychological Awareness
Drama Triangle
(Karpman,1968)
Persecutor Rescuer
Victim
Winner’s Triangle
(Choy, 1990)
Assertive Caring
Vulnerable
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Ethical Pickles
?
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Ethical Pickle 1
You take on a new coachee who is clear that s/he is resentful about
having to participate in coaching but has been ‘encouraged’ by the line
manager.
S/he proves to be very challenging to your questions and invitations. In
the middle of your second meeting, s/he ‘falls apart’ with passive
aggressive responses to your enquiries – and also mentions that s/he is
grieving.
What do you do?
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Ethical Pickle 2
You finish the coaching programme with your coachee. However you have
both decided to stay friends as you have a harmonious relationship. You
notice that your ex-coachee is phoning you a lot and sending you lots
of text messages. You are also noticing that one of the issues that
emerged in your work together (needing to be in control) is emerging in
your friendship.
What do you do?
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Ethical Pickle 3
Your coachee turns up to your first coaching meeting late and smelling of
alcohol.
What do you do?
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Ethical Pickle 4
You feel under pressure by a line manager to take on a coachee who has
an ‘attitude problem’. The line manager would also like updates.
What do you do?
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Ethical Pickle 5
You have had one meeting with your coachee and subsequently the
coachee has cancelled the next meeting three times, always last minute,
with various reasons – ‘forgot, migraine and important meeting’.
What do you do?
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Ethical Pickle 6
You have met with your coachee twice and at the end of the third session,
the coachee gave you a great big unexpected hug.
What do you do?
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National Impact of Coaching Matters Network
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Coaching Matters Network
How the Boards can best work together to meet an increased demand for coaching?
What is the way to demonstrating the impact of coaching; and how coaches can contribute?
How can we best use the proposed evaluation approach without building additional demands on the system?
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CPD Forward Planning
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