President’s Message by Lyssa Danehy deHart
As your new President, my vision for 2017 is to continue to develop and support our statewide coaching community. To that end, I have an open-door policy to every member in our chapter so if you have an idea, a concern, a dream or a wish, please let me know at LyssadeHart@gmail.com. If you are interested in knowing what the board does, we invite you to join us at our board meetings held via Zoom the second Thursday of the month from 11am-1pm. Please email me for more details if you are interested. If you have an interest in volunteering, be it a few hours a month, or you secretly have been curious to join the board, we are looking for passionate coaches who want to influence and support the Chapter and our programming. To start off the year, our Board met for our January retreat. We put our noses to the grindstone working towards our chapter vision, being the best coaching chapter in the country.
Priorities for the first quarter are:
Here is our board update:
Each of these outgoing Board members have given many years of service and will be missed. On behalf of our members and Board of Directors, I want to thank all of them for the hard work they have done in service to the chapter.
In addition to the new board members mentioned above we also welcome Jan Bowen as our Director of Marketing and Jody McCrain as Director of Satellites. In the role of Director of Membership, we have been lucky to have Marcia Teixiera arrive just in the time of nick and help us withorganizing our membership and keeping us up to date. Karen Fenstermacher is rolling into her new position of Past President and has been hugely helpful in sharing her wisdom and generally helping me to make the transition into my new role as President. Sharmin Banu has taken on the President Elect role and she and I will be going to Poland for the ICF Global Leadership Forum in March. I think it is safe to say that we are beyond a little excited about that. We will be meeting with Leaders from ICF Chapters around the world and expect to come home with many ideas and inspirations for our Chapter.
Our membership has reached an international presence with over 519 chapter members in:
| Vancouver, Canada
and the United Kingdom
We have become an international chapter, which is good for all of us, as it means we have the chance to spark interesting alliances with each other and it speaks to the need for a more Virtual Platform so that all our chapter members have a way to come together and learn.
I have developed a great committee consisting of Lisa Roy, Di Ye and Natalia Harm to help me grow the Virtual Learning Program. For those in our chapter who need or prefer the virtual experience, we had our first Virtual Networking Event, with much merrymaking and getting to know each other via the Zoom platform and then we were lucky to have Niche in a Nutshell in the Lunchtime Learning Series. We are in the planning stage for another Virtual Networking Event for February/March. Again, an epic amount of love and work went into making these programs so amazing, Thank you all!
For all our members, if you log into the website, you can access past Lunchtime Learning classes for free, and see all the classes from 2016 and so far for 2017.
We have been in the process of updating the ICF WA State website. Nora Tabler has been busy working on this project for over a year and I am pleased to report that we have launched! Please take a gander at your own profile, please update it, and put a .jpeg of your logo if you have one and/or a photo of yourself. As you may notice on the home page, we are spotlighting our members. The more images that are in our system, the better our site will look when people land on it to learn more.
Five Year Strategic Plan
Penny Rempfer, our Secretary, is making sure that we are compliant with chapter bylaws and is streamlining our decision-making process as we design our future. We are all working to develop programming that supports coaches, coaching education, and the continuing development of quality coaching practices.
The Satellites are growing in importance as these groups are the lynch pin in our Statewide Membership. They give members the opportunity to meet in person, become educated, pick up CCEU credits and connect with others in their area. The Satellite planning cannot happen with the hard work of many individuals. We have had multiple events around the state in January such as:
February 1 heralded our annual Allied Professional Networking Event with much thanks to our Partners at ATD Puget Sound and Lake Washington HR Association for giving our chapter access to amazing panelists and our very own Margo Myers leading the panel discussion. If you are a coach looking for work with organizations, this event was for you.
And a great big thank you to our Diamond Sponsors, inviteCHANGE and CTI, and to an Emerald Sponsorship from Pivotal Presentations, all supporting the Allied Event.
What is coming up?
- Lunchtime Learning Virtual Class: Transformational Questions – From “What” to “Who”And in March you Ask?
- South Sound ICF WA State Satellite Meeting - Coaching in the Fish Bowl: PCC Markers
- North Seattle ICF Satellite Meeting: Coaching Communication Zones
- Northwest Corner Coaches ICF Virtual Class: A Support Call for Practicing Coaches
- Lunchtime Learning Virtual Class: Helping Clients Set BIG Boundaries
Please check the Events Calendar on the Website for frequent updates! I may be getting ahead of myself, but please make plans to join us at one of our many events during Coach Week – May 15-21, 2017. Information on Coach Week is coming by the end of February. We are truly proud of our volunteer organization– from Satellite Leadership, our valued committee members, and to our dedicated Board of Directors! Won’t you join us? There is truly no better way to impact an organization than to participate with it. There is also no better way to network and meet people than to volunteer, sharing your energy, your creativity, and your genius towards making your chapter a place you want to be.
I am ending this letter with a Testimonial from a long-term Board Member, Tim Franey: “Take advantage of your chapter, Go to Satellite Meetings, Zoom into a Teleseminar, start a Satellite, present at a Teleseminar, talk to some of those 5 dozen Chapter Volunteers and please talk to those dozen Chapter Board Members – they can Zoom you into a Board Meeting. You are coach, so get curious! Likely an aha moment awaits you. Bottom Line: Do Not Wait! Get active NOW! Your heart, your soul, and your practice will profusely thank you!”
We extend our welcome to all of you and hope you enjoy 2017 with ICF WA State. Thank you for being a member – and hope to see you at an ICF WA State event this year! Cheers, Lyssa Danehy deHart
Dear Master Coach
Dear Master Coach:
Sometimes I respect and adore my clients so much. I want to work with them just because I like them. Maybe the ethical thing is to refer them to a more detached and experienced coach. Also, I'm Facebook friends with several clients and I wonder if that is a mistake. What do you think?
Let’s see. There’s good news, and there’s bad news.
Here’s what I know about you: You’ve got a big heart that’s contagious with good will and positive ambition for yourself and others. And you want to make a habit of examining your life so that your big heart can get even deeper and stronger. You came to coaching already in possession of the stuff that’s hard to teach.
And like most humans, you want to keep people happy with you. You’ve probably got some habits when it comes to receiving anything that feels like rejection. Maybe your empathy is a teensy bit unexamined at times. You probably also just like to advocate for more joy, respect and encouragement in the world.
How am I doing? I can be that way too—like that dog in the cartoon.
So, through the years, I’ve learned to adjust my enthusiasm in the interest of the first Core Competency. In my ethical behavior as a coach, I ask myself, “Does my exuberant affection in any way diminish my effectiveness and faithfulness to my coachee?” My job is to freely and wisely support and to challenge, and then to let go of the outcome.
A few years ago, I was talking with a former Olympic athlete whose days of competition were ending. She was bummed and a little bit lost, and she’d hired me to help her find her way. I confess to having been a little star-struck. I wanted her to like me. But she had lots of people who liked her and she wasn’t paying them. So, after a few sessions of processing her sadness about the glory days in her rear-view mirror, I took a deep breath and said, “Carol. Are you sure you’re really ready to talk about the future?” She glared back at me. Was I about to be fired? Or was something useful happening?
Then she leaned toward me and with all of her Olympic presence, affirmed quietly, “Well, that’s why I’m here.” Then I asked a bunch of questions to which she had to answer yes:
Do you know how to be a good team member?
Do you know how to rest and recover physically and mentally?
Do you know how to work your butt off?
Do you know how to win?
And she began to smile again.
Ethical behavior as a coach means that even as you express vast affection in your work, and as you enjoy it immensely, you cultivate your most mutual relationships with family, friends and colleagues. You can’t require that level of mutuality from your coachees. You can’t let your desire for their interest in your own life and performance to stop you from speaking both grace and truth.
The paradox is that if you can nurture that ethical and relational boundary, great coachees will adore for helping them to change their lives.
As for social media, it all depends on what you decide to post. And how. And why. And for whom. Do you seek to inspire? To post powerful questions and resources? To let people know a bit more about you? Pragmatically, if you are a passionate advocate (or opponent) of something (or someone) politically or philosophically, and social media is your stage, expect to be followed and hired by like-minded people. Coachable people and organizations who see things differently will likely head elsewhere. Set your privacy settings accordingly.
Listen to Patty’s “Dear Master Coach” quarterly 3-4 minute answers at:
The Business of Coaching
Walking the Fine Political-Personal-Professional Line Online
By Beth L. Buelow, PCC, TheIntrovertEntrepreneur.com
Do you find yourself avoiding social media right now because it's so full of conflict and high emotion? And do you feel torn between speaking out and keeping your thoughts to yourself lest you blow something up... especially if you're a business owner, or you mix the personal and professional on social media, as many coaches do?
A few weeks ago, a Facebook friend of mine posted that no matter if you were a business, a big brand, or a city, “…right now, neutrality and keeping your head low is going to harm you. Grow a spine.”
My response—“It depends”—wasn’t what she wanted to hear. What followed was a civil dialogue about what it means to speak out on political issues when you’re a business owner. And it prompted me to reflect more deeply on this question of how we each decide when (if ever) to bring our politics, religion, or other personal value sets into our business message.
There's no getting around it: this is a challenging time to know what's okay to say and where the boundaries are. Some people believe brands and businesses need to be outspoken (explicit, not just implicit) about their views, and I agree to some extent. I think they need, at the very least, to be outspoken on their values, which indirectly serve as a reflection of their views. I don't believe anyone should feel pressured to make direct political statements through their business. Walk your talk, absolutely!, but don't feel obliged to talk your talk, unless that's your business and the expectation of your audience. Or if you see a need to put a stake in the ground because you feel a responsibility to your peers, industry, or audience... in that case, talk, talk, talk!
I choose intentionally to remain neutral on my social media business pages, for instance, because it's not why people follow me or work with me. They don't come to hear my political views; they come to learn how to improve their personal and professional lives. To start posting my politics is a violation of their trust. I can't take advantage of my business platform built on one brand promise to start using it as a personal bully pulpit.
There are a wide range of ways to express your views and values beyond social media and direct statements. Just because you don't come out of the political closet doesn't mean you're staying silent, not living your values or contributing to solutions. There’s plenty of space to let your values shine in your mission statement, offerings, relationships, and content.
When it comes to deciding what to share of our personal views, it’s important to look at both our responsibility to our values and to our audience. There’s always an opportunity for a both/and: I believe it's possible to give voice to your values while also honoring the implicit or explicit contract you have with your audience.
If your contract includes speaking out on the issues in a direct manner, go for it! But if that contract is based on other things, there’s more to discern. For instance, one of my core values and agreements is that I create safe, judgement-free zones. I risk violating that if I inject my political views into public discussion. If I decide to share, I must examine: what’s my motivation? And what’s the most appropriate platform that still provides a safe space (hint: social media probably isn’t it!)?
Here’s the both/and option: I can stand up for my values AND honor my brand promise. I could donate a portion of my profits to a specific charity. I might do pro bono coaching for a certain population that I care about. I can decide to create separate social media accounts to serve as an outlet for those views. Whether I choose to broadcast those activities is up to me.
The bottom line is that you should never feel shamed or pressured into speaking out on social media, personally or professionally. Whether you disclose your views is totally up to you. How or when you disclose them is up to you. How you choose to act on your values and convictions is up to you.
Yes, staying silent can be a dangerous act. It's also dangerous to judge and shame others for how and where they choose to speak up.
As I contemplate if and what to share, I use a set of questions to guide me. I offer these in the spirit of supporting you in making similar discernments.
What to consider when confronted with a choice: "Do I say something?"
If you can answer “yes” to at least one of these questions, it’s probably appropriate to share. And if you answer “no” to any of them, it doesn't necessarily mean you stay silent. You just share with the full knowledge that you are putting that stake in the ground and are ready to navigate the consequences. The goal is to do it intentionally (moving beyond knee-jerk reactions, high emotion, and your reptilian brain) and with the long game in mind.
PS: I learned through getting curious that the original post from my Facebook friend wasn’t intended to be as judgmental as it sounded. She was speaking directly to her industry—real estate—and was motivated by a specific issue (sanctuary cities). But by making the statement all-encompassing and judgmental in tone, her core point was lost. Take care when you share to try on your words through the lens of difference perspectives. Biases and emotions taint interpretation. Consider the point you want to make, and be as clear and direct as possible.
© 2017, Beth L. Buelow
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Creating a Coaching Culture for Better Talent reprinted from Coaching World, November, 2016
Headquartered in the United Kingdom, GlaxoSmithKline (GSK) is a global health care company that researches and develops products in three primary areas: pharmaceuticals, vaccines and consumer health care. It has commercial operations in more than 150 countries. GSK’s coaching initiative also has a global presence within the organization and is available to all employees at every level. Since its initial implementation in 2010, coaching has had strong support from leadership including GSK’s current CEO and new CEO designate. Even more impressive, the organization has seen a $66 million USD return on investment (ROI) from its coaching initiative.
A Self-sustaining Model - Prior to 2010, GSK’ s use of coaching was reactive, with spiraling costs and dispersed and limited accountability. Leaders realized they needed to make a change in order to attract, develop and retain talent with the confidence and skills to challenge the status quo and make change happen. The organization reoriented coaching as a strategic tool in the transformation and success of its business. Coaching is now integral to GSK’ s talent, leadership and organizational development strategy. Since GSK wanted to make its coaching offering a truly global initiative, the organization looked to ICF as a model for consistent standards and ethics in coaching across all regions of the world. One of the first priorities was to build an internal coaching structure to ensure high standards across the global organization. The Coaching Centre of Excellence (CoE) was created. The CoE standardizes coaching globally throughout the organization by improving access, ensuring quality and efficiency, and creatively containing costs. It is a self-funded unit without a direct budget from GSK; rather, all coaching costs are charged to the business units using coaches’ services. Coaches and business leaders view the CoE as a sustainable structure. Adrian Machon, PCC, the organization’ s Prism nominating coach and an external coach practitioner for GSK, explains that the CoE must offer a high-quality service because it is a business. “It must manage its efficiency and rigor, its capacity and creativity against costs,” he says. Rogerio Ribeiro, senior vice president and area head of emerging markets and Asia Pacific, says that this model makes the program even more valuable than if it were budgeted because it really makes him, and other business leaders, evaluate how this cost will impact business. “We’ re not using it because it’ s something that is centrally available or funded,” Ribeiro says. “We’ re using it because it’ s the right thing. You must believe that coaching is the way to develop better leaders.”GSK’ s coaching structure is a mixed modality model, including more than 200 external coach practitioners, 1,000 internal coach practitioners and 16,000 managers/leaders using coaching skills. All external and internal Executive Coaches are credentialed, most through ICF. The structure also includes a Job Plus Coaches (JPC) program, where employees volunteer as coaches. All JPCs go through a rigorous training process and are assessed by trainers in the classroom, by peers through peer coaching, through professional quarterly supervision and through observed coaching sessions.
GSK’ s leadership sees the JPC program as a worthwhile investment for the organization and its people. Because of that, the majority of coaching happens on company time even though it is a “volunteer” activity, and JPCs have access to continuing professional development just as other coaches and managers/ leaders do. GSK openly discusses the value of the JPC program, and other organizations are beginning to adapt the model for themselves.
Developing Leaders Internally - Coaching has strong support from leaders within the organization, and more than 60 percent of the corporate executive team uses coaches on a regular basis. “They’ re very much supporters and talk about it openly,” says Sally Bonneywell, PCC, vice president of coaching for GSK. “The way that they position coaching is that it’ s for success and for people who want to become the best versions of themselves...It’ s not positioned as being anything like remedial; it’ s very much about saying how it can help us be even more successful.”Leaders are such believers in coaching that they have pushed for specific coaching programs.
A few years ago, CEO Andrew Witty wanted to ensure he had more internal employees ready to take on C-suite positions, so GSK created the Enterprise Leadership program, which includes 18 months of Executive Coaching for employees identified as having the potential for higher leadership roles. Ribeiro, a past Enterprise Leadership participant, says, “There’ s nothing more powerful than when senior leaders stand up and say, ‘ I’ m doing coaching, it’ s helping me develop to be a better leader, a better manager.’ This is having a huge impact on the organization.”
Designated CEO Emma Walmsley, who will become GSK’ s first female CEO in March 2017, was one of three founding sponsors of the Accelerating Difference (AD) program, which aims to promote more women to senior levels within the organization through coaching, sponsorship and dialogues. Walmsley says, “Having women at all levels allows us to see role models at all levels, allows us to see the possibilities that we have ahead of us in terms of our careers. It creates coaching and mentoring opportunities and frankly some very practical guidance around our career and life journeys that many of us face.”The program, which has 220 participants this year, includes 12 individual coaching sessions, six half-day group coaching sessions and senior-leader sponsorship. Machon explains, “It takes them through a process of looking at confidence, presence, power, impact and challenge, and then pulls it all together as an authentic expression.”Approximately 46 percent of 2013 AD participants have been promoted by at least one level, compared to 26 percent of women and 27 percent of men at the same grades across the organization. Participants were also more likely to stay at the organization (76 percent) than 69 percent of women and 71 percent of men who did not attend the program. Direct reports indicated that AD participants improved in manager-effectiveness over time, improving more than three times faster (7.7 percent) than a control group (2.1 percent). “Coaching has transformed my life. It helped me get clear about how I could fulfill my potential. ... I came to coaching late in my career—I wish I’d found it earlier,” said one leader, a commercial senior vice president.
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