77 habits ebook

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C la i m a f r ee g i f t

wo r t h 29 9 to d a y!

77 Habitsof Highly Successful CoachesTodays blueprint for inspirational coaching

Neil & VickI Espin

Leading Experts in Corporate and Executive Coaching

Go to: www.WelcomeToTheAPC.com


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77 HabitsOf Highly Successful Coaches

Plus 4 Bonus Habits

Neil & Vicki Espin

www.TheAcademyOfProfessionalCoaching.com


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Published in Great Britain in 2010 by NABO, 39-43 Putney High Street, Putney, London SW15 1SPTel: 0208 788 [email protected]

www.nabo.biz

Copyright 2010 Neil & Vicki EspinThe Academy Of Professional Coaching

www.theacademyofprofessionalcoaching.com

Neil & Vicki Espin assert the moral right to be identi ed as the authors of this work.

All rights reserved. No part of this publication may be reproduced, stored in a retrievalsystem, or transmitted in any form or by any means, electronic, mechanical, photocopying,recording or otherwise without the prior permission of the publishers.

Edited by Marie-Louise Cook

Cover design and typeset by Lisa Snape

Printed and bound in Great Britain by:PPG Print Ltd. 18-21 Ordnance Court, Ackworth Road, Portsmouth, Hampshire PO3 5RZTel: 023 9266 2232

www.ppgprint.co.uk

This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent,resold, hired out or otherwise circulated without the publishers prior consent in any formof binding or cover other than that in which it is published and without a similar conditionincluding this condition being imposed upon the subsequent purchaser.

British Library Cataloguing in Publication Data.ISBN: 978-0-9566192-1-1


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Contents

Introduction ............................................................................... 5

Short Focusing Exercise For The Key Habits ........................... 7

Area #1 - Personal Qualities Building Me Ltd. ................... 11

Area #2 - Developing Key Coaching Philosophies ................ 15

Area #3 - Setting The Coaching RelationshipUp For Success ....................................................... 19

Area #4 - Setting Compelling Client Goals............................ 21

Area #5 - Powerful Questioning ............................................. 25

Area #6 - Building Positive Self-Esteem In Your Client ........ 29

Area #7 - Increasing Your Coaching Capabilities .................. 33

Area #8 - Marketing Your Coaching Practice ........................ 37

Survey Of Executive Coaching In The City ........................... 41

What Others Have Said About Neil and Vickis Coaching ..... 47

The Academy of Professional Coaching ................................. 49

About Neil Espin ..................................................................... 55

About Vicki Espin ................................................................... 57


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Introduction

Newly-quali ed coaches often ask more experienced coachesthe same two questions How can I shadow you andwatch what you do? and What is it that separates the reallysuccessful and effective coaches from the rest?

While client con dentiality agreements make it impossibleto allow observers to sit in on our coaching sessions, whenwe are asked at our workshops and seminars what the keycharacteristics or habits of successful coaches are, werethrilled to share what we know.

After all, it was the same question we asked when we began ourown coaching business many years ago. Back then, we lookedfor successful coaches to discover what put them at the topof their game. This proved very dif cult as there were so fewprofessional coaches around at that time. Whats more, the oneswe did nd were reluctant to share their secrets.

Now, after many years experience, countless highs, lows andeven some setbacks, we know what it takes to be great coaches.And we want to share that information with you so that youcan avoid the pitfalls and accelerate your success and become atruly outstanding coach.

In this book, youll discover:

What successful coaches do

What successful coaches say

How successful coaches think.


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77 Habits of Highly Successful Coaches

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Bonus Habit Number 1Youll nd out what you need to know in eight key areas. All youneed to do is read the information and then put it into practice,

and youll lift your coaching capability to a higher level.

Bonus Habit Number 2Dont read tips books written by people who dont know whatthey are talking about. Read this book: it is full of great habitsthat highly successful coaches use.

Bonus Habit Number 3Make time to read this book. Why? Because coaching providestime and space for others so be sure never to underestimate thepower of either of these precious commodities for yourself.

Bonus Habit Number 4Dont just read these tips; make an effort to understand theirunderlying principles. Once you have done that, you will beginto know what your clients are looking for. Youll become amore successful coach, and people will not only seek you outbut will pass your name to others.

Successful coaches expect their clients to give them referralsand fabulous testimonials.

Of all the ideas about how to promote your practice to a moreelevated and elegant status, there is perhaps just one that ieshigh above the rest and that is:

Dont learn the tricks of the trade - simply learn your trade;trust is hard won and easily lost.


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Short Focusing Exercise ForThe Key Habits

Before we jump into the focusing exercise, its important tounderstand what coaching is. It is:

An adult to adult relationship

A mutually agreed and committed partnership

Goals-driven.

The coachs intention is to empower, facilitate and support theclient to exceed prior levels of personal and/or professionalperformance.

The coach encourages the client to nd their own solutions by:

Developing their own skills/knowledge

Changing their own behaviour/attitude

Raising their own self-awareness

Encouraging them to take responsibility for their ownperformance.

The coach provides an independent ear, objectivity andcomplete con dentiality.

The purpose of the work you are going to do for the next 45minutes will enable you to establish your degree of satisfactionin some key areas of your business and then focus on the onearea you select.


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Your challenge is to use the wheel below...

8 Key Habits

PersonalQualities

Key CoachingPhilosophies

MarketingYourCoachingPractice

Setting TheRelationship

Up ForSuccess

IncreasingYourCoachingCapabilities

SettingCompelling

ClientGoals

Building Positive Self Esteem In Your Client

PowerfulQuestioning

As youll see, each segment is labelled to represent the eightkey habit chapters in the book. With zero in the centre and 10on the outside edge of the circle, rate your level of satisfaction

for each of the priority areas.

Zero = completely dissatis ed, 10 = completely satis ed

Look at the circle and ask, If I have to pick one area to spendsome time and effort on because it would have the biggestimpact on my overall level of satisfaction - which one will it

be?

NB: You dont have to pick the area with the lowest score.


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Short Focusing Exercise For The Key Habits

What made you choose the area you did?

For that area alone, extend the segment and clearly identify

in that space what 10 will be like (when you are completelysatis ed with your performance). This is your inspirational goal.

Next focus on the space between zero and whatever score youhave given yourself (the area you have been able to shade in).This is what you do well already. Make a note of the things thatyou had in mind that enabled you to give yourself a score (any

score, even 1).

How satis ed are you?

Always begin with your strengths. This will bring a positivemind set to your next part of the exercise, because you will befeeling really great about yourself.


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Now focus on the gap between your score and your description of 10and ask yourself, What stops me from being able to give it a 10?

The next step is to identify your goals around this area as rstpriority and then work to achieve them. These are your journeygoals.

Time for some action: rather than simply staring at the gap inyour identi ed area, note down just one thing that you can donow as a result of this exercise that will move you (however

slightly) nearer to your 10. Write down your commitment of when you will take this action.

Coaching De nition

At the core of coaching is a goals-driven and highlycollaborative partnership in which the coachs intention

is to challenge and facilitate the individual to nd and choose their own unique solutions to address their agreed goals which means they exceed prior levels of personal and

professional performance.

The Academy of Professional Coaching 2010

The nal question to you is this:

What has been the most important thing that has come out of your business wheel challenge?

Write it down.

You can complete the same exercise for each habit chapter; youwill nd a blank wheel for you to select 8 of the key habits ineach chapter. Or select a habit of your own.


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Area #1Personal Qualities - Building

Me Ltd.1. Become quali ed by a high quality and respected coachtraining organisation. You need to know that you are likely tobe in a unique group of professional coaches who have investedin their personal and professional development.

2. Get your own coach - the best coaches are work in progress,which means they continue working on their personal andprofessional development.

3. Ensure you have your own personal development plan,including goals for all areas of your life. This is about walkingyour talk. When you are doing this it shows, your clients will

recognise it, and you will be in a better position to support themin what they are seeking to achieve in their lives.

4. Practise, Practise, Practise. You can read about coaching;you can listen to an audio recording about coaching; or you canwatch a coaching DVD. All these will help. However, coachingcannot be learnt from books, audio and DVD alone; the best

coaches are the ones who take every opportunity to hone theirskills and build on their experiences by simply by getting out infront of clients and coaching. Coaching is not advice-driven sowhen you do it correctly, you cannot break anything.

5. Learn to build strong rapport from the very start as it helpsbuilds trust in your client relationships.

6. Regularly review your own goals. As you grow and becomemore self-aware as you achieve your aims, and as you meet


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more like-minded people, your goals will more than likelychange as you change.

7. Find your own mentor coach. Choose someone you respectand who has a successful coaching practice. Develop greathabits from the start of your career - invest in yourself in theearly stages of your development.

8. Coaching is a profession so ensure all your actions contributepositively to your profession.

9. Act in a properly sel sh manner. Ensure you take a breakbetween coaching clients so that you are as fresh and alert forthe last client of the day as you are for your rst. Take lunchand most importantly, take time to unclutter your head of yourown issues before you meet with your client. Not taking time todo these things will create interference in your coaching.

10. Your life experience is a part of your coaching capability -so know that everything youve learned so far about people isabsolutely relevant to coaching your clients. It forms who youare today.

This does not mean you give advice.


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Area #1 - Personal Qualities Building Me Inc.

Personal Qualities

Keep the following quotation by Nancy Kline in mind:

The brilliant coach is the one who brings out the brilliance of the client.


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Area #2Developing Key Coaching

Philosophies11. Ensure you are clear about your underpinning philosophieson coaching. The best coaches are!

12. Know that coaching is a method of facilitating anotherpersons learning, development and performance.

Through your coaching, people will be able to:

Find their own solutions

Develop their own skills

Change their own behaviours

Change their own attitudes

Access their own inner wisdom.

The key word is own .

13. Through coaching, your clients are able to raise their self-awareness and take responsibility for their lives - ensure thatthis philosophy is always at the forefront of your mind, guidingyour coaching behaviour.

14. Know that people are not their current behaviour. They maybe acting in a way that they feel they ought to or should do ormust do to survive in a business or social world. Let them knowits okay to be themselves.


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15. Be clear about what coaching is and what it is not. Be able toarticulate the differences between coaching and other forms of developing people sincerely and precisely, no matter who asks you.

16. Recognise your own interference and since it has thepotential to get in the way of your clean listening skills, workto remove it. For example, ask yourself what else is on yourmind before and during your coaching session with your clientsWhere is your focus?

Is it based on fear or doubt (self 1 - conscious mind)?

Is it simple/relaxed/enjoyable (self 2 - unconscious mind)?

How easily are you distracted? When your tasks are mustdo, should do or ought to do, your focus is easily distracted.

17. It is not the coachs role to judge how other people leadtheir lives, or how they may treat others nor is it the coachsrole to judge others by their own values. Continually developthe key habit of being totally non-judgemental. Accept peoplewith Unconditional Positive Regard - UPR.

18. Understand how important it is to let clients know that when

you summarise what they have said you will add nothing into thefeedback. Ask the client if your summary is correct and that theclient accepts what you have said. Get into the habit of alwayschecking with your clients that your summaries are accurate. Youmay get a surprise when the client says, Did I really say that?You must be 100% positive and say Yes, you did.

19. Remember to be human. While its important to have adetached objective relationship with your client, there are timeswhen you just need to speak your own truth.


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Area #2 - Developing Key Coaching Philosophies

Key Coaching Philosophies


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Area #3

Setting the CoachingRelationship up for Success

20. Work with each client to agree the measures of successbefore the coaching relationship begins so that you will both beable to assess the effectiveness and the client can feel inspiredby their progress towards their goal.

21. Ensure your coaching clients know what to expect from youby sending them a few key points about how you work beforeyou work with them for the rst time - this is contracting withthe client.

22. Prepare any materials that you use regularly and haveaccess to them to send to clients by email.

23. Determine the type of coach and coaching style each of your clients wants, and adapt your style to match that need. Forexample, you need to decide whether or not a particular clientwho is going through a tough time will bene t from beingchallenged.

24. A brief self-awareness raising questionnaire or exercise sentto the client before the coaching begins will put them in a greatmind-set for coaching.

25. At the beginning of the coaching relationship, clients willoften ask, When do we start? Let them know they start fromthe very rst contact. In fact, they started the moment theythought about calling a coach. Remember this phrase, Changestarts with a single thought.


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26. Conduct a brief review at the end of every coachingdiscussion to nd out what bene t the client has gained. Askyour client to be speci c and to notice how differently they feel

at the end of the session compared with how they felt at thestart. This will give you clear pointers about what you do well.Ask your client to email this to you as it will be great for yourportfolio and will do wonders for your con dence.

27. Your enthusiasm with the client is vital. Remember this: if you dont re your clients with enthusiasm, they will re you

with enthusiasm!

Setting The Coaching RelationshipUp For Success


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Area #4Setting Compelling

Client Goals28. Coaching is a goals-driven process, so spend time at thebeginning of a coaching relationship working with your clientto agree clear, robust goals that s/he is visibly committed to.Effective goals set the relationship up for success and act as atouchstone to keep you both on track.

29. Never underestimate the value you add to peoplesachievement of their personal/professional goals. Therefore,ensure you accurately re ect your value in the fees you charge.Your worth to your client is likely to be greater than the valueyou place on it yourself.

30. Understand what usually stops people from setting goals:

People might not set goals because they dont know what apowerful and positive impact they could have.

People may not know how to set goals, because they dontknow where to begin.

People can have a fear of rejection. If they choose to shareand set their goals with someone who ridicules them, theymay give up entirely.

People can have a fear of failure. They avoid failing bynever setting a goal in the rst place.

One or more of these may impact the goals discussions youhave with your clients.


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31. Hold your client responsible and accountable for taking actionon the commitments they have made to themselves through yourcoaching. Make the rst question of each coaching discussion

about the progress made since the last time you worked together.

32. Ask high value questions to elicit a clear goal from yourclient at the start of the coaching relationship. The relationshipscan ounder when clients do not have a clear goal.

33. Give feedback to your client if they are not making progress

towards their stated goals, or if you nd yourself returning tothe same point often. A simple and powerful phrase you maywish to keep in mind is vision without action = hallucination.

34. Listen to the response from your client when asked Whatdo you want? and re ect back if they tell you what they dontwant. People generally nd it easier to say what they dont want

rather than what they do want.

35. Encourage your client to make commitments, not to you butto themselves. This is far more powerful than a commitmentto the coach: and the achievement of these commitments willmean so much more. People soon realise not taking actionaround their commitments means the only person they are

letting down is themselves.

36. You can establish how willing your client is to achieve thegoal by asking them to rate it on a scale of 1-10, 1 being notat all willing and 10 being totally willing and committed. Therating is often a useful indicator of likely progress.

37. If your client rates their willingness to achieve a goal lessthan 10, challenge this by asking, Whats stopping it being a10? or What needs to happen to make it a 10?


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Area #4 - Setting Compelling Client Goals

After all, you cant cross a 10-foot gap by moving seven feettoday and three feet tomorrow. Its all or not at all.

38. Be aware that a lower than 10 willingness rating can alsoindicate that there are other yet undisclosed or unintendedbarriers to change the current situation.

Setting Compelling Client Goals


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Area #5Powerful Questioning

39. Note which questions work well and use them often.

40. Listen actively for your clients using generalisers. Challengethem (with respect) - probe and explore sweeping statements like:

Everyone says so.

This always happens to me.

People are better at this than me.

The key words here are everyone, always, and better - ndout what they mean to your client.

41. Unhelpful comparators from your client will not servethem well. Know what they are and listen out for them. Findout more information by asking about words and phrases likebetter, bigger, more than etc. Ask:

Better than whom or what?

More than who or what?

Bigger than who or what?

Comparators simply eat away at who you are so never allowthis to happen.

42. Listen for your clients rules (they usually begin withwords like must, should or ought. Help them to see forthemselves where the pressure is coming from to hold the rulesin place by asking questions like:


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What would happen if you did that?

What would happen if you didnt do that?

What is the worst that can happen?

What is the best that can happen?

43. Know that any question that starts with why will close downyour clients thinking. Why will encourage the client to look forsome kind of justi cation, which is not necessarily helpful.

44. Open up your clients thinking by asking questions thatbegin with words like how or what rather than why.

45. Keep in mind the following key question when listening toyour clients responses in the willingness stage of GROW:

Does the action they are about to take move them closer toor further away from their primary goal?

Then ask to check for clarity and focus. If the action takes themaway from the goal, challenge the action/option.

46. Ask questions one at a time. Resist any tendency to roll two or

three questions into one (for example, So what can you do aboutthis, who do you need to help you and when will you do it?).

If you do this, the client will tend to only answer the lastquestion, and you risk losing a potential key moment throughhaste or over-enthusiasm.

47. Instead of thinking about the right question to ask, just letyour inner wisdom take over. It will in all probability be exactlythe right question at the right time.


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Area #5 - Powerful Questioning

48. Remember one key thing about questioning: if you ask aquestion that doesnt sound right to you, take it back and askanother. It is okay to say That isnt what I want to ask you

right now, I want to ask you another question instead. Theclient will appreciate your honesty.

Powerful Questioning

God never had the time to make a nobody, only a somebody.

Mary Kay Ash


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amazed at the fact that the things that have been holding themback the most in achieving success are actually not true or real.

By the way, you may wish to do this for yourself, especiallyaround your coaching capability.

54. Enable your clients to realise that limiting beliefs usuallyhave no foundation in fact. Limiting beliefs are only supportedby the continuous search by your client for evidence to supportthem. Admitting these beliefs out loud with you is often the rst

step to changing or completely eliminating them.

55. Know the key coaching equation: Performance = Potential Interference (P = P I).

56. Help your clients to identify and address their owninterferences, such as:

Fear of success

Self-sabotage

Lack of self-con dence

Self-condemnation

Poor concentration

Trying too hard

Lack of will-power

Being a perfectionist.

57. Working with clients on their strengths will build esteemand con dence quickly. It is too easy for a client to say what


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Area #6 - Building Positive Self-Esteem In Your Client

they dont do well, so encourage them to concentrate on whatthey do well. Notice their reaction when you only talk to themabout their strengths.

58. If a client insists on talking about strengths and weaknesses,and wants to work on the weakness to eradicate them, sharethis phrase: We can work on your weaknesses. However, if wefocus on them, you will just end up with strong weaknessesand wait for the response!

Whatever you focus on simply gets stronger and can becomeyour reality.

Building Positive Self Esteem In Your Client


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Area #7

Increasing Your CoachingCapabilities

59. Develop tenacity because when your client feels likegiving up, has had a setback, feels unsure or begins to doubtthemselves, you need to proactively and positively let themknow you are not prepared to give up on them.

60. Build your personal presence. Its vital that your clientknows that no matter what, your energy and enthusiasm willalways be on the end of a phone or at the very next meeting.

61. Become aware of the level of your coaching capabilityand then consistently take action to lift it . The higher yourcapability the more you will be prepared to take what you rstthought of as a tough client.

62. Get to grips with a range of fundamental coaching tools sothat you can use them uently with your clients.

63. To ensure each of your coaching discussions adds value toyour client, use this simple yet thought-provoking equation: 1 +1 = 3. If you add no value to your client then, 1+1 will only = 2.

64. Remember that coaching is not advice driven; therefore,know that each time you give advice or guidance in whateverguise, you are taking away your clients opportunities to learn.The client will have ways of their own to solve their issues,concerns or worries; these are the precious gems that eachclient really needs to discover themselves.


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65. Understand that coaching is an interactive process that isdesigned to help individuals to develop rapidly. The essentialfeatures of coaching are that it is an approach to both personal

and professional learning and self-development that is:

Short-term

Time-limited

Paid for

Goal speci c

Action orientated,

Personally tailored.

66. Know how to give and receive feedback appropriately. Thisis a key area for coaches to work on to ensure they continue todevelop (and its a habit that great coaches have).

There are four key areas you need to work on continually inorder to raise self-awareness:

i) Your open area: aspects of yourself that you and others are

aware of.

ii) Your blind area: aspects of yourself that others see, butyou are unaware of. If you do not ask for feedback thechances are you will never know.

iii) Your hidden area: aspects of yourself that you are awareof but that others dont know about. If you wont or dontdisclose these aspects then they will remain hidden andyou may be limiting your development as a coach.


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Area #7 - Increasing Your Coaching Capabilities

iv) Your unknown area: this is something about yourself that neither you nor others know about. Insight tends tocome from the light bulb or aha moments. Ensure

you notice these moments when you are coaching thenencourage your client to tell you what happened. In thisway, the information goes directly into the open area.

The Johari Window

Be extremely careful with your feedback: you can really hurtsomeone, deep down, if you happen to get this wrong. A piece of ill-informed, badly-timed feedback can stay with a person forever.

67. Become comfortable with not talking about you. Mosthumans nd it easy to talk about themselves however coaching


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is not the time to do it. Use the power of silence and encouragethe client to talk about themselves.

If you have asked a question, wait for the answer. An earlyintervention may kill the work in progress from the client, andyou may never know what they might have been about to say.

Increasing Your Coaching Capabilities


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Area #8Marketing your Coaching

Business68. Continually look for opportunities to win new clients. Themore clients you have the more people you can help to achievewhat they are looking for and the more successful you will be.Referrals and recommendations will only come about when youare consistently marketing and delivering quality coaching.

69. Network with the most successful coaches - they are thepeople you will learn most from. They may also at some pointin the future need to recommend another coach so make sureits you.

70. Ensure your letterhead, business cards, emails and website

re ect the kind of coaching business you have as this puts youin the same bracket as other professionals.

71. Work on how you introduce yourself at networking events.Will you have a clearly de ned, practiced and carefully thoughtout answer or will you talk about coaching in a generic sense?Ensure you have a 1-2 minute response that has hook questions

in it. A hook question demands an enquiry question fromwhoever you are talking to.

You may include:

Your mission statement

How you work

What the client can expect.


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For example: I am a professional coach; my focus is on myclients success. I work on a 1-1 basis with my clients on aregular basis, which helps them get results more quickly than

if they were trying to do it on their own. Would you like anexample of how I do this?

This last question is the hook and demands a response.

72. Measure your success at a networking event by how manybusiness cards you collect not how many you give out. When

you get back to your of ce call those people to thank them fortheir time and to arrange a business meeting, remembering theold adage strike whilst the iron is hot.

73. Continue to communicate regularly with people you meetat networking events. Remember people are more likely to hireyou or recommend you to others when you are at the forefront

of their minds74. Write down the names of everyone you know with theircontact details. Do this in three categories:

i) family

ii) friends

iii) colleagues.

Then call them and ask them to give you the names of threepeople they know. By the end of this exercise, youll be amazedat the number of names you have collected.

75. Take every opportunity to speak to groups of people. Thismay be daunting but take your courage in both hands and justdo it. Simply remind yourself why you are doing it. If you


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Area #8 - Marketing Your Coaching Practice

have a reason to do something then it becomes a pleasure not achore.

76. The press are always looking for a story; make sure yourstory is the one they tell. It may not be enough any more to saya coaching business has opened up so send the editor a presspack. This could contain:

A press release

One of your articles

A case study on what you have done

A hot topic that is currently in the news.

Remember to give it local avour and interest.

77. Be aware that you, your materials and everything youpublish, hand out, say and do are your personal brand. Makesure it is a quality brand.


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Survey Of Executive CoachingIn The City

A survey of coaching practices in the City in has revealed thatemployers have access to very little reliable information on thesubject of Executive Coaching.

Coaching is a relatively young industry which lacks formalstandards. Because of this, around half of the decisions made

on hiring coaches are based on referrals, according to ndingsfrom recruiter Morgan McKinley and Vicki Espin from theAcademy of Professional Coaching.

Coaching refers to a vast array of activities from internal toexternal coaching and from life coaching through to executivecoaching. There are currently no professional coachingstandards as well as little or no regulation of the industry.Consequently, HR professionals have few guide lines to helpthem choose a coach or to measure the outcome of coaching.

Robert Thesiger

The results of the survey are:

Q: What do you understand coaching to be?

17% - same as mentoring8% - same as training4% - another name for counselling and therapy4% - the same as management consultancy

67% - none of these. When pushed, 40% of theserespondents said it was more like mentoring.


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Therefore, it would seem that while we think that buyers are awareof what coaching is, the survey indicates this is not the case.

Q: Do you currently use executive coaching?

70% - yes30% - no.

Q: What is executive coaching used for?

25% - to enable key people to work on their own personal/professional development plans

23% - to address speci c issues20% - to enable people to continue to perform15% - to positively impact peoples bottom line performance

9% - to support formal training5% - other3% - as a perk.

One of the biggest missed opportunities with regard to coachingis the failure to use it to support formal training.

Q: To whom is executive coaching offered?

8% - Chairperson12% - CEO22% - MD26% - Directors12% - Middle Managers20% - other.

Q: Do you use internal and external coaches?

50% - external only12 % - internal only38% - both.


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Forty percent of respondents would like to measure the return ontheir investment but just dont know how. In this book, we havedescribed how to maximise this key area. Until the coaching

profession gets to grips with this as a whole then the door is opento some coaches where the ROI may not be encouraged.

Q: How do you measure the success of executivecoaching?

36% - changes in behaviour24% - the reaction from the person being coached22% - a positive change in the persons knowledge12% - impact on bottom line performance

6% - other.

This re ects the Kirkpatrick model of measuring success andwill provide a good cornerstone for coaches to make a start onthe measurement of success.

Q: Is coaching used strategically or ad hoc in yourorganisation?

64% - ad hoc36% - strategically

In this book, we have looked at how to align the objectives of the business with those of the line manager and the individual.If this framework is used more widely, it could remove the adhoc approach seen in this survey.

Q: Is coaching managed by HR or the Line?

76% - HR

24% - Line

Miss out the HR professionals at your peril.


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Survey Of Executive Coaching In The City

Q: Over what length in months would a typicalcoaching intervention be?

24% - 0-3 months29% - 3-6 months22% - 6-9 months14% - 9-12 months11% - 12 months+.

Q: Are you planning to increase your coaching?

28% - yes22% - no50% - not sure

This result is extremely positive. The 50% and 28% of respondents are prime targets for a coaching programme.


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What Others Have Said AboutNeil and Vickis Coaching

You have inspired me not only to go on and become a greatcoach, but also to approach my life in a whole different manner.Thank you very much for what you have done.

Through your skilful coaching I have claimed the power whichlies within myself to recognise the ownership I have over my lifeand, from that, see that I can develop situation and circumstanceto the point where I have a choice over the direction I take.

Your coaching abilities are impressive. Through a variety of exible and balanced approaches combining great subtlety and

wisdom and including active challenge and question you haveshown that I can have the life I want. This is indeed testimonyto your skill as a coach; despite challenge and question, Iconsistently emerge with resultant greater con dence, enhancedself-knowledge, sense of purpose and direction.

The coaching you provided has been more insightful thanI ever expected but, more than this, it has liberated me andenabled me to become insightful about myself. This is indeed agift for which I am eternally grateful.

Quite simply Neils coaching has transformed my life! Afterredundancy, I found it hard to pick myself up. In my rstcoaching session, I identi ed my goal to be to nd another jobor to set up my own business. After 5 sessions with Neil, I haveactually achieved both goals and both with far more successthan I could have dreamed of. I have, literally found my dream

job and doubled my salary.


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In addition I have a successful part-time business which I havebuilt up in just four months. It has all come down to beliefs.Neil has helped me to recognise and challenge the unhelpful

things I have been telling myself all these years. I now have anew set of beliefs, and they work! I cant wait to explore mynext set of goals! Ill let you know how I get on being a topexecutive!

The corporate coaching master class was truly wonderful -full of information. I have so much more knowledge, not to

mention the con dence to go out there and get my coachingbusiness established.

I held my rst workshop, and I really want to thank you forgiving me the encouragement to take the step to just doing it.It was a success. A group of delegates will be going out andtelling people about me power to word of mouth

There are so few truly-inspirational people around in the worldthat I like to acknowledge two such people when I meet them.

I was present at the young mentors group presentation atNottingham University. You made the day incredibly interestingand showed me a completely different way of approaching anyproblem.


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The Academy of Professional CoachingOutstanding Training By

Professional Coaches in PersonalCoaching and Corporate and

Executive CoachingAt last a coaching organisation thats free to join andwhich will teach you the latest coaching techniques thatprofessional coaches with high fee paying clients are using.

Youll learn coaching skills so you can:

Start a coaching practice and create the ultimatelifestyle business

Coach your staff to create better relationships andmaximise productivity

If youre already coaching, you can:

Sharpen your existing coaching skills

Find out what you must do to create a full-time pro table

practice

The Academy of Professional Coaching is an organisation youcan join free of charge and which will give you help, supportand advice at no cost.

Join now and attend a free two-day introduction to the most

exceptional coach training programme in Europe created by thepioneers of professional coaching in the UK Jonathan Jay,Vicki Espin and Neil Espin.


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During this two-day event, youll be given practical coachingskills and proven business building techniques that you canuse immediately. Youll have an opportunity to discover a

little more about The Academy of Professional Coaching (nohard sell, we promise you will get two full days of practicalstrategies you can use immediately).

And if you want further professional training, The Academy of Professional Coaching can help you achieve a globally recognisedcoaching accreditation from The Institute of Leadership &

Management; Level 7 accreditation in coaching is the highestquali cation offered by this esteemed leadership organisation.

This extensive programme is taught by professionals whocoach for a living rather than trainers who train others most of the time and who dont have a real business.

You will be mentored by professional coaches who use theseskills in an executive environment every week. This is anopportunity to learn practical proven skills rather than theory.Youll discover what really works so you can create a high fee-earning business from scratch.

So Who Is Behind The Academy of Professional Coaching?

Jonathan Jay is the man who brought coaching to the attentionof the UK. He started - with a tiny 145 investment - what wasto become the worlds largest coaching school - The CoachingAcademy. For eight years, he attracted thousands of delegatesfrom every continent. The company grew and grew - mostly onrecommendation - and he sold it at its height in 2007.

I sold the The Coaching Academy as I was disillusionedby the coaching profession it felt as though it was full of people who talked about it but never actually coached.


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After intensive research over the past few years, he hasdeveloped a new type of coaching organisation The Academyof Professional Coaching - which is unique in two ways:

1. Its coaching programme is run entirely by professionalcoaches - with 25 years of combined experience.Commanding fees of 5,000 a day, these professionalsare more experienced than any comparable companystrainers.

Jonathan believes you should only learn from people whocan PROVE their knowledge, experience and standing in aprofessional environment and so The Academy of ProfessionalCoaching team is composed of people who are at the top of their game. The team is led by Neil and Vicki Espin, the UKsmost experienced professional coaches. Both have extensiveexperience of working as executive coaches with UK and

multi-national organisations.

2. The Academy of Professional Coachings primary focusis the business and nancial success of its members. Tosucceed as a professional coach today, you need morethan education and training in coaching you needto know how to operate a pro table business. Its for

that reason that Jonathan Jay has created a sales andmarketing programme for coaches that is unrivalled anywhere. And the results are 100% guaranteed.

Jonathan Jay says: I always knew that if I returned to the coachingprofession I would only do so if I could partner with professionalcoaches who could teach you what is demanded by clients TODAY.

And I was determined to give our coaches a thorough andpractical grounding in modern successful money-making

The Academy Of Professional Coaches


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techniques. So many coaches fail miserably to make anadequate let alone great living from coaching. Their heads are

lled with theory but they dont have a clue about running a

coaching business. Some even struggle with the concept of making money from coaching. They nish their training andthen, because they dont know how to run a business, op. Toomany are forced through nancial failure to give up on theirdream of being a full-time coach.

We are looking for people who have an absolute commitmentto being successful in the business of coaching. We want ourmembers to achieve a 100% success rate.

If you decide to sign up for one of our paid programmes, wewill set you up in business in a way that the hard work is donefor you you wont have to worry whether youre doing it rightor spend hours trying to gure things out on your own. It willbe done for you.

If you join one of the Academys paid programmes, youll:

Have your marketing copy written for you

Have your rst information product created for you

Be mentored throughout the entire process

Be able to get your business up and running in weeks

Youll be shown cutting edge marketing processes guaranteedto create a full coaching business none of the patronising getyourself a business card nonsense taught by other companies.This is real life marketing strategies that anyone can learn.


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So why is The Academy of Professional Coaching sodifferent to other coaching companies?

This is an outstandingly different coaching organisationwhere you are taught ONLY by full-time professionalcoaches (rather than trainers)

Your quali cation is not an internal one or a coachingindustry one nor one from a company with commercialinterests or connection to the training company. Thequali cation offered is the highest external Britishquali cation available - an award from the Institute of Leadership and Management at level 7 the highestlevel available.

The assessments are completed by appointed ILMassessors not in-house by a company employee whohas never coached for a living

The programme mentors are full-time professionalcoaches not employees who have never coached fora living. This means that you wont be mentored bypeople who have never done it themselves.

This is the only company to proudly publish its passrates all ILM assessed and veri ed a staggering100%. Companies that wont reveal or fudge their passrates should be avoided.

This is the only company to offer a genuine money-back guarantee rather than a conditional guarantee. Thismeans you know that your investment will always be awise one.

The Academy Of Professional Coaches


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This is the only programme to gain national recognitionthrough 2 major awards - nothing else comes close!

The only company to offer fresh, innovative coachingmodels that are being used in the UKs largestcompanies, which means that you arent taught old hatmodels like the GROW model. This is important you should have knowledge way in excess of what youcould learn from a text book.


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About Neil Espin

Founding Fellow of The Academy Of Professional Coaching

Founder and Finance Director CECO

National Training Award Winners2009/2010

Along with our corporate partner winnersof The Training Journal Award forThe Best Coaching Programme 2008/2009

Trained as a professional coach with the AlexanderCorporation in 1990

Institute of Leadership and Management Tutor for Level7 Diploma and Certi cate in Leadership Mentoring andExecutive Coaching

Institute of Leadership and Management Level 7Professional Diploma in Executive Coaching

Fellow of the Institute of Sales & Marketing

Tutor Bradford Business School

Author of:Your Life Your Choice

Building a Great Coaching Business

77 habits of Highly Successful Coaches 25 years experience in senior leadership roles


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Prices youth business trust mentor

Shareholding Director of CECO since its inception 1996

Accepted as opening keynote speaker on leadership andcoaching at The CIO Global Summit, achieving 2nd highestfeedback from delegates

Previous speakers have included NASA, Toyota, Sony,Walmart, San Francisco Giants, Government of Canada

and Unilever.


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About Vicki Espin ma

Founding Fellow of The Academy Of Professional Coaching

Founder and Finance Director CECO

National Training Award Winners2009/2010

Along with our corporate partner winnersof The Training Journal Award forThe Best Coaching Programme 2008/2009

Trained as a professional coach with the AlexanderCorporation in 1990

Institute of Leadership and Management Tutor for Level7 Diploma and Certi cate in Leadership Mentoring andExecutive Coaching

Post Graduate Certi cate in Coach Supervision at OxfordBrookes University

MBTI accredited practitioner step 1 & 2

Member of the CIPD

Author of:Your Life Your Choice77 habits of Highly Successful Coaches

Member of the Steering Group who designed and developedThe National Occupational Standards for Coaching & Mentoring


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MA in Human Resource Strategy University of East Anglia

Director of CECO since its inception in 1996

Mentor Nottingham University Business School

Founder of Extraordinary Women Conference and Awards.


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UK 9.99

If you want to be a better coach discover the 77 habits

of highly successful coaches in this brand new, updatededition of the bestselling book by Neil and Vicki Espin.

Neil and Vicki Espin two pioneers of executive coaching inthe UK have distilled a combined experience of more than 40years into 77 habits for those who want to emulate the best.

These 77 habits are the differences between the average coachand the successful one and following them is a roadmap to yourachievement as a coach either to your team or as the owner of a coaching business.

Over the last 15 years Neil and Vicki have trained thousandsof new coaches in coaching skills as well as working with theEuropes leading companies to unlock the latent potential intheir teams.

Their highly successful Institute of Leadership & Managementaccredited coach training programme has gained nationalrecognition 2 years running; frstly, by the Training Journaland then in the National Training Awards. Their intensive

mentoring of every participant on each of their programmeshas ensured a 100% pass rate - testimony to the skill andexperience of their approach.

They are both Founding Fellows of The Academy of ProfessionalCoaching.

A publicationof The Academyof Professional Coaching

OutstandingTraining By

Professional

Coaches in Personal and Corporateand ExecutiveCoaching.

Neil & VickI Espin

Published by

77 habits ebook

Documents