Executive Coaching: Dialogue for Learning, Leading and Driving Results
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Coaching Philosophy
- A trusting, open, honest and mutually respectful relationship between client and coach provides the foundation for a successful coaching outcome.
- Both the client and the coach need to recognize that there is a gap between current reality and the client’s full potential and align around a set of coaching outcomes.
- Viewing the client from a systemic perspective is key to understanding the client’s situation and setting and achieving appropriate goals.
- The coach gathers peer feedback and offers input to the client to heighten interpersonal awareness. The coach then plays a significant role in challenging the client to consider transformational outcomes of the coaching relationship which the client might not identify on their own.
- The coach can be of service by holding the client accountable for their choices and responsible for authoring an effective life.
- Learning, on the part of the client and coach, is fundamental to a meaningful coaching relationship, as well as to a successful outcome of the coaching process.
Distinctive Approach
and Quality Standards
Our approach to coaching is based on two decades of learning and research in the field of organizational learning and systems thinking. It focuses on five interwoven domains of executive development: physical, cognitive, emotional, interpersonal and spiritual.
Our coaching model focuses holistically on increasing self-awareness, changing mindsets and frameworks for action and fostering sustainable behavioral shifts. Our highly applied action learning model uses real-time client challenges to place the individual client in the specific systemic context in which they operate. Much of our coaching work teaches clients to become reflective practitioners, stepping outside the pressures of everyday business and looking at their work lives with fresh eyes.
This increased personal fluency and self-management produces enhanced leadership and collaboration. The mindsets of adaptability, self-control and accountability support the building of a high performance organizational culture and the achievement of powerful business results.
Mobius coaches are chosen for their seniority and maturity in the field of coaching and most enjoy a thriving individual practice working with C-Suite executives. Many of our coaches have founding and/or leadership roles in the following bodies: The annual Executive Coaching Summit, an international think tank for senior executive coaches; the International Consortium of Coaching in Organizations and the International Coach Federation.
Mobius provides supervision groups for ongoing professional development, peer-led feedback and sharing of best practices. In addition, we sponsor a monthly global Master Class by telebridge to widen the breadth of expertise, approaches and methodology to which our coaching cadre has access.
Coaches Qualify by
Completing an Intensive
Three-Level Screening Process
Level I
The potential coach must apply and be accepted by the leaders of our Coaching Practice based on an interview, an evidence based assessment process with master coach evaluators and ICF accreditation. Priority is given to those coaches with operational leadership experience in a large company and master coach certification (PCC or MCC) from the ICF.
Level II
From a wide pool of several hundred Mobius coaches, with an array of backgrounds and experience, a group of candidate coaches are selected to meet the sponsor organization’s coaching needs and requirements. This becomes the dedicated pool of coaches who then familiarize themselves extensively with the organization’s culture and its goals for the coaching initiative.
Level III
A final matching process occurs, in partnership with the sponsoring organization, when individual clients select or are matched with particular coaches. This match is based on the client’s needs and preferences, the organization’s perceived needs of the individual, and the knowledge the coaching practice has about the unique attributes of each coach. Once assigned a client, coaches confer throughout a coaching engagement to share insights that arise from the coaching relationships within a particular organization.
Discrete Practice Elements
ENTER the Coaching Relationship
- Establish contractual terms with sponsoring organization, where appropriate
- Pre-match client with coach to best fit their individual needs
- Clarify client’s commitment and readiness to engage in a coaching relationship
1. Establish and Commit to or Renew the Coaching Relationship
- Test the “fit” between coach and client
- Build trust
- Discuss expectations, including parameters of the coaching relationship, such as ways of working (face-to-face, phone, email) and frequency and duration of sessions
2. Clarify Aspirations and Current Reality
- Establish overarching aspirations for personal development
- Position these aspirations within broad life purposes and organizational objectives
- Explore where client is in the system, how s/he sees the system and other players in it, how s/he is perceieved by the system
- Share feedback, as available, from pre-coaching diagnostic assessments and stake holder interviews
3. Set Goals for Development in a Systems Context
- Obtain client commitment to specific areas of development
- Set appropriate balance between leveraging strengths and focusing on developmental needs
- Clarify desired outcomes and strategies to get there
- Align around measurable results
4. Support Learning in Action
- Select naturally occurring challenges (“practice fields”) to serve as learning opportunities between sessions
- Explore what worked, what didn’t, why, unintended consequences, and how this knowledge impacts future behavior
- Use the dynamics of coach/client interaction as data for mutual reflection
- Balance adaptive change with respect for individual pacing and integration
5. Coach to Full Potential
- Challenge client to stretch beyond their comfort zone
- Assist client to deconstruct truths, assumptions, and beliefs about who they are and the world in which they live
- Challenge client to explore different and broader perspectives than what initially appear available or possible
- Encourage action experiments where client solicits feedback from the organization on newly adopted mindsets and behaviors
6. Create Sustainable Results
- Identify structures in client’s environment that support their new perspective and new behaviors
- Identify strategies to incorporate reflection time and build self-awareness
- Identify and embed ongoing feedback mechanisms
- Develop social networks for continued growth
EXIT the Coaching Relationship
- Review outcomes against initial goals, baseline, and established measures of success
- Celebrate success!
- Action Plan for ongoing professional development
Recursive Practice Elements
Partnered Reflection for Learning and Results
- Hold a coach/client reflection at end of each session to check on progress in session, clarify next steps and their link to developmental goals
- Create structures to support client reflection between sessions (e.g., client learning journals shared with coach, co-development groups for peer learning)
- Conduct periodic mutual “big picture” reflection throughout the engagement
Generative Conversations
- Coach by using listening, paraphrasing, requests, assessments, assertions, and other linguistic acts in support of development goals
- Create conversations that free clients from past constraints, support them in inventing new futures, and open new possibilities for being and doing
- Include cognitive, emotional, and somatic awareness and experiences in the conversation
Mobius Community of Practice
- Apply a rigorous learning process on three levels: what we learn about coaching, what we learn about the organization, what we learn about coaching within the organization
- Explore ways to leverage information gained through coaching to enhance the organizational system
- Partner with the organization so it benefits from knowledge gained through coaching, while also protecting the confidentiality of our clients
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