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international coach federation

international coach federation

icf

International Coach Federation: ICF
ICF is non-profit, professional organization that represents personal and business coaches. Its mission is to build, support and preserve the integrity of the

Individual Credentialing - Individual Credentialing - ICF

Information on the ICF credentialing program. For over a decade, the International Coach Federation has been leading the development of professional

About - ICF - International Coach Federation

The International Coach Federation (ICF) is the leading global organization dedicated to advancing the coaching profession by setting high standards, providing


MERGING ICF-CY INTO ICF

The International Classification of Functioning, Disability and Health for Children and Youth (ICF-CY) is a WHO approved “derived” classification based on the International Classification of Functioning, Disability and Health (ICF). In the interest of a streamlined, comprehensive ICF which adequately addresses all aspects of functioning across the lifespan, the relevant stakeholders have agreed to merge the two classifications back into one while completing other updates and revisions. This Resolution outlines that decision and provides additional detail about the process moving forward.


Licensing or Translating ICF

To license ICF, such as for including ICF categories or codes in an electronic records or data capture system, or to reproduce it in any way, please go to the page on "Licensing WHO Classifications" for more information or to submit a request.

Information on Licensing WHO Classifications
Application to License WHO Classifications for Commercial or Non-Commercial Use
If you are interested in translating ICF into a language not currently available, please complete the translation work form and a representative of WHO Press will respond to negotiate and complete the agreement.


International Classification of Functioning, Disability and Health ICF


The International Classification of Functioning, Disability and Health, known more commonly as ICF, is a classification of health and health-related domains. As the functioning and disability of an individual occurs in a context, ICF also includes a list of environmental factors.

ICF is the WHO framework for measuring health and disability at both individual and population levels. ICF was officially endorsed by all 191 WHO Member States in the Fifty-fourth World Health Assembly on 22 May 2001(resolution WHA 54.21) as the international standard to describe and measure health and disability.

ICF is operationalized through the WHO Disability Assessment Schedule (WHODAS 2.0). WHODAS 2.0 was developed through a collaborative international approach with the aim of developing a single generic instrument for assessing health status and disability across different cultures and settings.


Individual Credentialing
For over a decade, the International Coach Federation has been leading the development of professional coaching. More than 20,000 coaches have participated in one of ICF’s three credentials, gaining coaching expertise and professional fulfillment. With an ICF Credential, coaches demonstrate not only knowledge and skill, but also a commitment to high professional standards and a strong code of ethics.



Anyone serious about building or maintaining a coaching business should pursue an ICF Credential and become part of this well-respected group that has chosen to regulate itself and provide accountability to clients and the coaching profession as a whole.

All ICF Credential-holders complete rigorous education and practice requirements, providing testimony to their commitment to excellence in coaching.

The mission of the ICF Credentialing program is to:

Protect and serve consumers of coaching services
Measure and certify competence of individuals
Inspire pursuit of continuous development
Research Proves the Advantages of Holding a Credential
ICF research has revealed several reasons coaches benefit from becoming a credential-holder. According to the 2012 ICF Global Coaching Study, credentialed coaches reported a higher-than-average income worldwide compared to non-credentialed-coaches, with the exception of the Middle East and Africa. According to the 2010 ICF Global Consumer Awareness Study, clients who worked with an ICF Credential-holder were more likely to be satisfied with their coaching experience and recommend coaching to others. In the 2010 ICF Global Consumer Awareness Study, 84 percent of adult consumers who had experienced a coaching relationship reported that it was important for coaches to hold a credential.

“Being a credentialed coach is how I say to the world, ‘I am a professional coach.’” —Julia Mattern, PCC

Watch and read stories from ICF Credential-holders here.

Become an ICF Credential-holder
ICF offers three credentials:

the Associate Certified Coach (ACC)
the Professional Certified Coach (PCC)
the Master Certified Coach (MCC)

برچسب ها : icf ,
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international coach federation

international coach federation

ICF is a leader in conducting and providing coaching research. In addition to its extensive industry research program, the Association hosts the ICF Research Portal.

Industry Research
ICF's industry research covers a vast spectrum of trends and issues in coaching. The massive scope of these reports reveals a fascinating glimpse into the world of coaching. ICF's signature pieces of industry research include the Global Coaching Survey and Global Consumer Awareness Survey (both conducted by PricewaterhouseCoopers LLP) and Building a Coaching Culture (conducted in collaboration with the Human Capital Institute).


Research Portal

The ICF Research Portal contains articles, case studies, journals and reports about coaching and related topics. It is open to ICF Members and the general public.

Wherever possible, ICF will attribute an item’s source within its listing. As many of the items listed in the ICF Research Portal are not produced by ICF, they cannot be considered "ICF-branded" research. ICF shall not be held responsible for any information or opinions expressed within these "non-ICF-branded" items. Further, the information contained within any of these "non-ICF-branded" items shall be received "as is" and has not been verified by ICF for timeliness, accuracy or completeness.


Create positive change and achieve extraordinary results.

Let the International Coach Federation help you begin your journey as a coach.
Download PDF
The International Coach Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

For many, coaching is a life-changing experience that dramatically improves their outlook on work and life while improving leadership skills. Coaching helps people tap into their potential, unlocking sources of creativity and productivity.

Individuals who partner with coaches have reported several benefits, including improved

برچسب ها : international coach federation ,
+ نوشته شده در جمعه 22 ارديبهشت 1396ساعت 23:30 توسط rezaee | | تعداد بازدید : 36

coaching

Coaching FAQs
What is professional coaching?

ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach's responsibility is to:

Discover, clarify, and align with what the client wants to achieve
Encourage client self-discovery
Elicit client-generated solutions and strategies
Hold the client responsible and accountable
This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.

How can you determine if coaching is right for you?

How is coaching distinct from other service professions?

What are some typical reasons someone might work with a coach?

What has caused the tremendous growth in the coaching industry?

How is coaching delivered? What does the process look like?

How long does a coach work with an individual?

How do you ensure a compatible partnership?

Within the partnership, what does the coach do? The individual?

What does coaching ask of an individual?

How can the success of the coaching process be measured?

برچسب ها : coaching ,
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How can the success of the coaching process be measured?

How can the success of the coaching process be measured?

Measurement may be thought of in two distinct ways: external indicators of performance and internal indicators of success. Ideally, both are incorporated.

Examples of external measures include achievement of coaching goals established at the outset of the coaching relationship, increased income/revenue, obtaining a promotion, performance feedback that is obtained from a sample of the individual's constituents (e.g., direct reports, colleagues, customers, boss, the manager him/herself), personal and/or business performance data (e.g., productivity, efficiency measures). The external measures selected should be things the individual is already measuring and has some ability to directly influence.

Examples of internal measures include self-scoring/self-validating assessments that can be administered initially and at regular intervals in the coaching process, changes in the individual's self-awareness and awareness of others, shifts in thinking that create more effective actions, and shifts in one's emotional state that inspire confidence.

برچسب ها : How can the success of the coaching process be measured? ,
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PCC ACTP Path

PCC ACTP Path
If you use non-accredited training or Continuing Coach Education (CCE) as the start of your coach-specific training, you will need to apply via the portfolio path. If the non-accredited training you submit is not accepted as coach-specific training, you will need to complete additional client coaching hours that begin after the start of the accredited training.

PCC ACTP Path
Certificate of completion from an ICF Accredited Coach Training Program (ACTP)—Requires completion of at least 125 hours of coach-specific training and final exam.

Check for your program’s approval here.

Coaching log demonstrating 500 hours (450 paid) of coaching experience with at least 25 clients following the start of your coach-specific training. At least 50 of these hours must occur within 18 months of submitting your credential application.

Complete the Coach Knowledge Assessment (CKA).

ICF Members: $300 USD
Non-members: $500 USD
Estimated Timeline for Review: 4 weeks
NOTES:

Fees do not include ICF Membership. (Click here to apply for ICF Membership.) Additional fee applies if you need to take the CKA or performance evaluation more than once.
The Sample PDF Application, available below, is for preview only and may NOT be used to apply. Use the Sample Application to help you gather your information before starting the application.
Applicants must complete the application in one sitting. Plan on 30-60 minutes if you have all of your information ready.
Upon purchase, you will receive two emails: one containing a link to the online credential application and one with payment confirmation. If you do not receive one of these emails shortly after your purchase, please check your spam filter.
Download Sample PCC ACTP Application

Purchase Application
In order to purchase the credential application, you will first need to complete a brief survey to ensure you are purchasing the correct application type. Please complete the survey below, and then you will be directed to the shopping cart where you may purchase the application.


برچسب ها : PCC ACTP Path ,
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10 Things You Should Know About Career Coaching

10 Things You Should Know About Career Coaching


It's no secret that it's still a pretty tough job market out there—both for people who are completely without work and those who have jobs but certainly not the dream careers that they desire.

For some perspective, according to the latest unemployment data, some 11.8 million people are out of work in the U.S. And although there are no real stats to measure these folks, there are likely millions more who have gigs that they'd very much like to leave. Yes, that kind of tough.

Fortunately, there are a growing number of professionals out there who can help make your search a bit easier—people like Donna Sweidan, a certified career coach with over 15 years of experience in the field and the founder of careerfolk.com.

LearnVest sat down with Sweidan to uncover the art and science of career counseling—as well as to better understand how a career coach can help prep you to compete against those millions of fellow job-seekers.

LearnVest: First off, what exactly is career coaching?

Donna Sweidan: In my work, I approach it as a discipline comprised of two similar but distinct tracks: coaching and counseling. The goal is to support people in making informed decisions about their career development and trajectory, as well as offer various tools that they can use—résumés, cover letters, LinkedIn profiles—to meet those goals.

Although not all career coaches have clinical training, as I do, definitions of the field—and the work—may still vary among more conventionally trained coaches. In general, “coaching" tends to be a solution-oriented approach, which involves working with clients to see what concrete steps they can take to achieve career objectives. “Counseling,” however, is more process driven—you look at whether there are any behavioral, emotional or psychological issues that could be impeding a person's desired career ambitions.

But the core virtue of career coaching is to help people assess their professional situations with a greater degree of honesty, curiosity, empathy and compassion.

What are the most common misconceptions about career coaching?

My top three? That a well-done résumé is all you need to conduct an effective job search—and that career coaches will actually find you a job. There's also the popular notion that you only have to attend a single career-coaching session ... and your job challenges will be resolved. It actually takes about eight to 10 hours of counseling for the typical client to begin internalizing the key benefits of coaching.

What can the average person expect to get from working with a career coach?

By and large, clients can reasonably expect to gain career confidence, insight, encouragement and inspiration. They should also feel as if the coaching relationship grants them some permission to relax a bit. The job search can create a fair amount of anxiety, fear and vulnerability in people, and I often work with clients to unwrap those emotions so they can better understand how these factors may be keeping them stuck in their careers.


A recent client of mine couldn't break the pattern of just submitting resumes to online job postings—even though little came of it. After some prodding, she revealed that, because her parents both had bold personalities, it was her tendency to hold back. She struggled with being assertive, she was reluctant to ask for help and she was scared of rejection. I had to encourage her to develop the confidence that's essential for networking—the piece of the job search that she was avoiding.

برچسب ها : 10 Things You Should Know About Career Coaching ,
+ نوشته شده در جمعه 22 ارديبهشت 1396ساعت 23:22 توسط rezaee | | تعداد بازدید : 36

Why Is Personal and Professional Coaching in Such High Demand?

Why Is Personal and Professional Coaching in Such High Demand?
Before we define coaching, let's first look at why it's so very popular today. In the midst of continual change and development, people rarely get stuck merely because they lack some key piece of information or some precise procedure from a course or a book. Rather, they often get stuck in how they think and feel about themselves or their situations in life and work. People are getting stuck a lot lately. Let's look at some of a major reasons why:

An explosion in the use of global telecommunications has opened up new markets around the globe and this has dramatically increased competition among businesses.
To be more competitive, businesses are becoming more responsive to customer needs, including by reorganizing and decentralizing around flatter organizational structures.
In addition, organizations are becoming much more sensitive to the different values, opinions and perspectives in the new marketplace and work environments.
Consequently, to work effectively, organizations and employees must be continually open and adapting to feedback from their markets and other environments. (This is called continuous learning.)
Results of this rapid change include more highly complex challenges and problems in our lives and work.
Traditional means to addressing these challenges and problems aren't working as well as needed.
For example, the traditional top-down and autocratic style of leadership isn't compatible with remaining open to feedback and learning.
Complex problems can't be solved by experts and gurus who lead followers through highly analytic and rational approaches.
One-shot training sessions, such as seminars and workshops, aren't as effective in helping learners to continually learn from their experiences.
Consequently, businesses are demanding that training and development services be much more effective in helping people to "learn how to learn" (continuous learning) and apply that learning to the workplace.
All of these issues are occurring at the same time that many of us are seeking more meaning in our lives.

برچسب ها : Why Is Personal and Professional Coaching in Such High Demand? ,
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Typical Methods and Tools of Coaching

Typical Methods and Tools of Coaching
Coaches use a variety of methods, tools, forms and exercises in their practice. Use of these methods and tools depends very much on the values and focus of the coach and the unique needs and nature of the client. They include, for example:

Clear set of standards and ethics that guide the nature and scope of the coaching relationship.
Agreements and contracts to establish clear understanding and commitments between coach and client
Various forms and checklists to quickly collect information about the client regarding contact information, history, etc.
Inventories and exercises to help clients to clarify their values and vision for themselves.
Deep listening to really understand the nature and needs of the client.
Probing questions to help the client understand their own assumptions and perspectives about themselves and their world.
Tactful challenges to move the client forward.
Reflecting and summarizing to capture conclusions and learning for coach and client.
Goal setting done mutually with the client to ensure ongoing clear direction, problem solving, successes and development for clients.
Strong affirmation and validation to champion the client's initiative, commitment and actions.

برچسب ها : Typical Methods and Tools of Coaching ,
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What has caused the tremendous growth in the coaching industry?

What has caused the tremendous growth in the coaching industry?

Coaching has grown significantly for many reasons, among them:

Rapid changes are taking place in the external business environment.
Downsizing, restructuring, mergers and other organizational changes have radically altered the "traditional employment contract.” Companies can no longer achieve results using traditional management approaches.
With the growing shortage of talented employees in certain industries, companies must commit to investing in individuals' development.
The disparity between what managers were trained to do and what their jobs now require of them is widening due to increasing demands for competitive results.
People are wrestling with job insecurity and increased workplace pressures to perform at higher levels than ever before.
Companies must develop inclusive, collaborative work environments to achieve strategic business goals and to maintain high levels of customer satisfaction.
Individuals who have experienced the excellent results of coaching are talking to more people about it.
People today are more open to the idea of being in charge of their own lives. Coaching helps them do just that.
In short, coaching helps individuals and companies focus on what matters most in life and business, and so the industry continues to grow.

برچسب ها : What has caused the tremendous growth in the coaching industry? ,
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How is coaching distinct from other service professions?

How is coaching distinct from other service professions?

Professional coaching focuses on setting goals, creating outcomes and managing personal change. Sometimes it’s helpful to understand coaching by distinguishing it from other personal or organizational support professions.

Therapy: Therapy deals with healing pain, dysfunction and conflict within an individual or in relationships. The focus is often on resolving difficulties arising from the past that hamper an individual's emotional functioning in the present, improving overall psychological functioning, and dealing with the present in more emotionally healthy ways. Coaching, on the other hand, supports personal and professional growth based on self-initiated change in pursuit of specific actionable outcomes. These outcomes are linked to personal or professional success. Coaching is future focused. While positive feelings/emotions may be a natural outcome of coaching, the primary focus is on creating actionable strategies for achieving specific goals in one's work or personal life. The emphases in a coaching relationship are on action, accountability, and follow through.
Consulting: Individuals or organizations retain consultants for their expertise. While consulting approaches vary widely, the assumption is the consultant will diagnose problems and prescribe and, sometimes, implement solutions. With coaching, the assumption is that individuals or teams are capable of generating their own solutions, with the coach supplying supportive, discovery-based approaches and frameworks.
Mentoring: A mentor is an expert who provides wisdom and guidance based on his or her own experience. Mentoring may include advising, counseling and coaching. The coaching process does not include advising or counseling, and focuses instead on individuals or groups setting and reaching their own objectives.
Training: Training programs are based on objectives set out by the trainer or instructor. Though objectives are clarified in the coaching process, they are set by the individual or team being coached, with guidance provided by the coach. Training also assumes a linear learning path that coincides with an established curriculum. Coaching is less linear without a set curriculum.
Athletic Development: Though sports metaphors are often used, professional coaching is different from sports coaching. The athletic coach is often seen as an expert who guides and directs the behavior of individuals or teams based on his or her greater experience and knowledge. Professional coaches possess these qualities, but their experience and knowledge of the individual or team determines the direction. Additionally, professional coaching, unlike athletic development, does not focus on behaviors that are being executed poorly or incorrectly. Instead, the focus is on identifying opportunity for development based on individual strengths and capabilities.

برچسب ها : How is coaching distinct from other service professions? ,
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professional coaching

Coaching FAQs
What is professional coaching?

ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach's responsibility is to:

Discover, clarify, and align with what the client wants to achieve
Encourage client self-discovery
Elicit client-generated solutions and strategies
Hold the client responsible and accountable
This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.

How can you determine if coaching is right for you?

How is coaching distinct from other service professions?

What are some typical reasons someone might work with a coach?

What has caused the tremendous growth in the coaching industry?

How is coaching delivered? What does the process look like?

How long does a coach work with an individual?

How do you ensure a compatible partnership?

Within the partnership, what does the coach do? The individual?

What does coaching ask of an individual?

How can the success of the coaching process be measured?

برچسب ها : professional coaching ,
+ نوشته شده در جمعه 22 ارديبهشت 1396ساعت 23:12 توسط rezaee | | تعداد بازدید : 30

ICF Core Competencies

In coaching the essence is the conversation with the client who has a problem. Here is where we demonstrate the competencies .

What is competence?
I have knowledge gained through study and skills that can be used. I have behaviours that SHOW that I am competent .

In coaching the essence is the conversation with the client who has a problem. Here is where we demonstrate the competencies . The end result is that the client has a different perspective and leaves us with a desire to take action.

Everything is based on the competencies.
The challenge is to go from listening to ourselves to listening to the client. You must listen to all the things surrounding the client. Help the client see the big picture.

Create the space for the communication to take place. The questions you ask are not coming from your head , they come from your deep need to help the client reach their outcomes.

It is not about me. It is about the clients issues or outcomes.

If the questions are good for the clients agenda you will notice it from the response you get.

You can ask,“Is this resonating with you?”

When we shift the awareness to a new perspective , this is the essence of what we do. It is all about the client.

Along the way we might notice that we can’t hold the space for the client. I can interrupt and with there permission I can give feedback.

If we get stuck in a loop we can just ask permission to stop and then give some feedback.

To stay true to the coaching that we do we must reflect back to the client many times what we hear until the client makes a shift on his own. The awareness is coming from the conscious mind but there is so much more in the sub-conscious mind. Reflecting back can finally help the client to see a new perspective.
We create the awareness for the client so that the client makes a shift in their thinking.

It is not about the doing , it is about the being.

If you get stuck you can ask, “It seems like we are blocked, what is really happening ?”
" Do you really want to tell that story over and over again?"

You want to get to the point where you can ask,“OK what is the NEXT step?” You ask this after you have reflected.

The client can shift their awareness. You should do this if you get stuck in a loop.

You must be 100% with your client and 100% for their agenda. We must stay with the client and be with them and be a mirror and be nothing else when we listen .

We must practice , practice , practice.
Core Competencies
A. Setting the Foundation
1. Meeting Ethical Guidelines and Professional Standards
2. Establishing the Coaching Agreement
B. Co-creating the Relationship
3. Establishing Trust and Intimacy with the Client
4. Coaching Presence
C. Communicating Effectively
5. Active Listening
6. Powerful Questioning
7. Direct Communication
D. Facilitating Learning and Results
8. Creating Awareness
9. Designing Actions
10. Planning and Goal Setting
11. Managing Progress and ACCOUNTABILITY

برچسب ها : ICF Core Competencies ,
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ICF Core Competencies

ICF Core Competencies
Setting the Foundation
1) Meeting Ethical Guidelines & Professional Standards
Understanding coaching ethics and standards and applying them
appropriately in all coaching situations.
2) Establishing the Coaching Agreement
Understanding what is required in the specific coaching interaction and
coming to agreement with the prospective and new client about the
coaching process and relationship.
Co-Creating the Relationship
3) Establishing Trust & Intimacy with the Client
Creating a safe, supportive environment that produces ongoing mutual
respect and trust.
4) Coaching Presence
Being fully conscious and creating spontaneous relationships with clients,
employing a style that is open, flexible and confident.
Communicating Effectively
5) Active Listening
Focusing completely on what the client is saying and is not saying,
understanding the meaning of what is said in the context of the client’s
desires, and supporting client self-expression.
6) Powerful Questioning
Asking questions that reveal the information needed for maximum benefit to
the coaching relationship and the client.
7) Direct Communication
Communicating effectively during coaching sessions, and using language that
has the greatest positive impact on the client.
Facilitating Learning and Results
8) Creating Awareness
Integrating and accurately evaluating multiple sources of information, and
making interpretations that help the client to gain awareness and thereby
achieve agreed-upon results.
9) Designing Actions
Creating with the client opportunities for ongoing learning, during coaching
and in work/life situations, and for taking new actions that will most effectively
lead to agreed-upon coaching results.
10) Planning & Goal Setting
Developing and maintaining an effective coaching plan with the client.
11) Managing Progress & Accountability
Holding attention on what is important for the client, and leaving
responsibility with the client to take action.

برچسب ها : ICF Core Competencies ,
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Field-based generation and social validation managers and staff competencies for small community res

Characteristics and competencies for four staff positions in community residences for individuals with mental retardation were identified utilizing multiple empirical and deductive methods with field-based practitioners and field-based experts. The more commonly used competency generation methods of expert opinion and job performance analysis generated a high degree of knowledge and skill-based competencies similar to course curricula. Competencies generated by incumbent practitioners through open-ended methods of personal structured interview and critical incident analysis were ones which related to personal style, interpersonal interaction, and humanistic orientation. Although seldom included in staff, paraprofessional, or professional training curricula, these latter competencies include those identified by Carl Rogers as essential for developing an effective helping relationship in a therapeutic situation (i.e., showing liking, interest, and respect for the clients; being able to communicate positive regard to the client). Of 21 core competency statements selected as prerequisites to employment for all four staff positions, the majority (17 of 21) represented interpersonal skills important to working with others, including responsiveness to resident needs, personal valuation of persons with mental retardation, and normalization principles.

برچسب ها : Field-based generation and social validation managers and staff competencies for small community residences ,
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icf core competencies

The following eleven core coaching competencies were developed to support greater understanding about the skills and approaches used within today's coaching profession as defined by the International Coach Federation. They will also support you in calibrating the level of alignment between the coach-specific training expected and the training you have experienced.

Finally, these competencies and the ICF definition were used as the foundation for the ICF Coach Knowledge Assessment (CKA). The ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. The Core Competencies are grouped into four clusters according to those that fit together logically based on common ways of looking at the competencies in each group. The groupings and individual competencies are not weighted—they do not represent any kind of priority in that they are all core or critical for any competent coach to demonstrate.

A. Setting the Foundation
1. Meeting Ethical Guidelines and Professional Standards
2. Establishing the Coaching Agreement

B. Co-creating the Relationship
3. Establishing Trust and Intimacy with the Client
4. Coaching Presence

C. Communicating Effectively
5. Active Listening
6. Powerful Questioning
7. Direct Communication

D. Facilitating Learning and Results
8. Creating Awareness
9. Designing Actions
10. Planning and Goal Setting
11. Managing Progress and Accountability

A. Setting the Foundation
1. Meeting Ethical Guidelines and Professional Standards—Understanding of coaching ethics and standards and ability to apply them appropriately in all coaching situations.

Understands and exhibits in own behaviors the ICF Code of Ethics (see Code, Part III of ICF Code of Ethics).
Understands and follows all ICF Ethical Guidelines (see list).
Clearly communicates the distinctions between coaching, consulting, psychotherapy and other support professions.
Refers client to another support professional as needed, knowing when this is needed and the available resources.
2. Establishing the Coaching Agreement—Ability to understand what is required in the specific coaching interaction and to come to agreement with the prospective and new client about the coaching process and relationship.

Understands and effectively discusses with the client the guidelines and specific parameters of the coaching relationship (e.g., logistics, fees, scheduling, inclusion of others if appropriate).
Reaches agreement about what is appropriate in the relationship and what is not, what is and is not being offered, and about the client's and coach's responsibilities.
Determines whether there is an effective match between his/her coaching method and the needs of the prospective client.
B. Co-Creating the Relationship
3. Establishing Trust and Intimacy with the Client—Ability to create a safe, supportive environment that produces ongoing mutual respect and trust.

Shows genuine concern for the client's welfare and future.
Continuously demonstrates personal integrity, honesty and sincerity.
Establishes clear agreements and keeps promises.
Demonstrates respect for client's perceptions, learning style, personal being.
Provides ongoing support for and champions new behaviors and actions, including those involving risk-taking and fear of failure.
Asks permission to coach client in sensitive, new areas.
4. Coaching Presence—Ability to be fully conscious and create spontaneous relationship with the client, employing a style that is open, flexible and confident.

Is present and flexible during the coaching process, dancing in the moment.
Accesses own intuition and trusts one's inner knowing—"goes with the gut."
Is open to not knowing and takes risks.
Sees many ways to work with the client and chooses in the moment what is most effective.
Uses humor effectively to create lightness and energy.
Confidently shifts perspectives and experiments with new possibilities for own action.
Demonstrates confidence in working with strong emotions and can self-manage and not be overpowered or enmeshed by client's emotions.
C. Communicating Effectively
5. Active Listening—Ability to focus completely on what the client is saying and is not saying, to understand the meaning of what is said in the context of the client's desires, and to support client self-expression.

Attends to the client and the client's agenda and not to the coach's agenda for the client.
Hears the client's concerns, goals, values and beliefs about what is and is not possible.
Distinguishes between the words, the tone of voice, and the body language.
Summarizes, paraphrases, reiterates, and mirrors back what client has said to ensure clarity and understanding.
Encourages, accepts, explores and reinforces the client's expression of feelings, perceptions, concerns, beliefs, suggestions, etc.
Integrates and builds on client's ideas and suggestions.
"Bottom-lines" or understands the essence of the client's communication and helps the client get there rather than engaging in long, descriptive stories.
Allows the client to vent or "clear" the situation without judgment or attachment in order to move on to next steps.
6. Powerful Questioning—Ability to ask questions that reveal the information needed for maximum benefit to the coaching relationship and the client.

Asks questions that reflect active listening and an understanding of the client's perspective.
Asks questions that evoke discovery, insight, commitment or action (e.g., those that challenge the client's assumptions).
Asks open-ended questions that create greater clarity, possibility or new learning.
Asks questions that move the client toward what they desire, not questions that ask for the client to justify or look backward.
7. Direct Communication—Ability to communicate effectively during coaching sessions, and to use language that has the greatest positive impact on the client.

Is clear, articulate and direct in sharing and providing feedback.
Reframes and articulates to help the client understand from another perspective what he/she wants or is uncertain about.
Clearly states coaching objectives, meeting agenda, and purpose of techniques or exercises.
Uses language appropriate and respectful to the client (e.g., non-sexist, non-racist, non-technical, non-jargon).
Uses metaphor and analogy to help to illustrate a point or paint a verbal picture.
D. Facilitating Learning and Results
8. Creating Awareness—Ability to integrate and accurately evaluate multiple sources of information and to make interpretations that help the client to gain awareness and thereby achieve agreed-upon results.

Goes beyond what is said in assessing client's concerns, not getting hooked by the client's description.
Invokes inquiry for greater understanding, awareness, and clarity.
Identifies for the client his/her underlying concerns; typical and fixed ways of perceiving himself/herself and the world; differences between the facts and the interpretation; and disparities between thoughts, feelings, and action.
Helps clients to discover for themselves the new thoughts, beliefs, perceptions, emotions, moods, etc. that strengthen their ability to take action and achieve what is important to them.
Communicates broader perspectives to clients and inspires commitment to shift their viewpoints and find new possibilities for action.
Helps clients to see the different, interrelated factors that affect them and their behaviors (e.g., thoughts, emotions, body, and background).
Expresses insights to clients in ways that are useful and meaningful for the client.
Identifies major strengths vs. major areas for learning and growth, and what is most important to address during coaching.
Asks the client to distinguish between trivial and significant issues, situational vs. recurring behaviors, when detecting a separation between what is being stated and what is being done.
9. Designing Actions—Ability to create with the client opportunities for ongoing learning, during coaching and in work/life situations, and for taking new actions that will most effectively lead to agreed-upon coaching results.

Brainstorms and assists the client to define actions that will enable the client to demonstrate, practice, and deepen new learning.
Helps the client to focus on and systematically explore specific concerns and opportunities that are central to agreed-upon coaching goals.
Engages the client to explore alternative ideas and solutions, to evaluate options, and to make related decisions.
Promotes active experimentation and self-discovery, where the client applies what has been discussed and learned during sessions immediately afterward in his/her work or life setting.
Celebrates client successes and capabilities for future growth.
Challenges client's assumptions and perspectives to provoke new ideas and find new possibilities for action.
Advocates or brings forward points of view that are aligned with client goals and, without attachment, engages the client to consider them.
Helps the client "Do It Now" during the coaching session, providing immediate support.
Encourages stretches and challenges but also a comfortable pace of learning.
10. Planning and Goal Setting—Ability to develop and maintain an effective coaching plan with the client.

Consolidates collected information and establishes a coaching plan and development goals with the client that address concerns and major areas for learning and development.
Creates a plan with results that are attainable, measurable, specific, and have target dates.
Makes plan adjustments as warranted by the coaching process and by changes in the situation.
Helps the client identify and access different resources for learning (e.g., books, other professionals).
Identifies and targets early successes that are important to the client.
11. Managing Progress and Accountability—Ability to hold attention on what is important for the client, and to leave responsibility with the client to take action.

Clearly requests of the client actions that will move the client toward his/her stated goals.
Demonstrates follow-through by asking the client about those actions that the client committed to during the previous session(s).
Acknowledges the client for what they have done, not done, learned or become aware of since the previous coaching session(s).
Effectively prepares, organizes, and reviews with client information obtained during sessions.
Keeps the client on track between sessions by holding attention on the coaching plan and outcomes, agreed-upon courses of action, and topics for future session(s).
Focuses on the coaching plan but is also open to adjusting behaviors and actions based on the coaching process and shifts in direction during sessions.
Is able to move back and forth between the big picture of where the client is heading, setting a context for what is being discussed and where the client wishes to go.
Promotes client's self-discipline and holds the client accountable for what they say they are going to do, for the results of an intended action, or for a specific plan with related time frames.
Develops the client's ability to make decisions, address key concerns, and develop himself/herself (to get feedback, to determine priorities and set the pace of learning, to reflect on and learn from experiences).
Positively confronts the client with the fact that he/she did not take agreed-upon actions.

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