Dr. Terrence E. Maltbia's Posts (28)

In mid-January the faculty and staff had the opportunity to work with our smallest ACI cohort to date, yet given the importance of framing, we saw this as an opportunity to make an intimate with the nine participants while deepening our own development of facilitators of adult learning. Having conducted 16 cohorts ranging from 12 (Cohort 2) to a recent average of over 30 to a max of 34, it was a real gift to have the space to go deeper with these nine candidates in exploring points of integration among the 3 foundations (i.e., guiding principles, competencies, and process) that make up the Columbia approach to Executive and Organizational Coaching!

I invite the members of this small, yet mighty cohort to use this discussion thread to share observations, learning, photos, and/or video clips from the week, and importantly, tools and resources you discover and/or create as you continue to refine your instrument!



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Congrats to yet another cohort of Columbia University's 1 year coach certification program, which concluded on Friday March 3, 2017.

It was a great week of discovery, learning, growth, and community with 33 candidates, a faculty team of 10 strong (at various times during the week), and a committed team of external examiners.

I encourage members of the cohort to share: (1) photos and (2) memories from the week via this discussion thread.



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Happy 2017!

This is an invitation to participant in 1 and/or 2 upcoming “Afternoon of Executive and Organizational Coaching” as part of the Advanced Coach Intensive (ACI) segment of Columbia University’s coaching program. Alumni, faculty, and examiners, you know how important it is to have clients for the oral exam process during our Advanced Coach Intensive (ACI), so please read the invitation below and spread the word to working professionals you know in the Metro New York City area who might enjoy and benefit from an afternoon of coaching. If you are a "friend" of the Columbia Coaching Program, please consider serving as a volunteer client for an afternoon (see details below).

To get started, simply use the link below that will take you (or any referrals) to a "Google Form" that will ask for the following information:

  • First and Last Name
  • Cell/Phone Number
  • Email Address
  • Lunch (yes/no) - NOTE: clients are welcome to join us for lunch on the day of the event from 12:00 to 12:50 PM yet, we need to make a reservation
  • Ride (yes/no) - the event takes place at the Tarrytown House Estates and Conference Center, about 30 minutes North of Columbia's campus; as a result, if needed, we arrange round trip transportation from TC
  • Referral Source - we ask that people briefly indicate how they learned about the opportunity to be a client (e.g., AEGIS, Your First and Last Name if you refer potential clients, Columbia Coaching Learning Association website; etc.)
  • Google Docs Link: https://goo.gl/forms/LQjHWfgxtrtgAgGg2

Once this information is complete (i.e., expressing interests in serving as a client), I will contact each client directly with additional information about the event. NOTE: if interested being a client on January 19th please complete the form by no later than Thursday January 12th; if you are interested for March 2nd please complete the form by no later than Thursday February 16th.

Ideal Client Profile:

  • At least 3-5 years of full-time professional work experience;
  • Willing to be coached on a topic that is current and important to them related to their current work, current project, and/or an exploration of their future career;
  • The coaching is done in English; and
  • Supervisory/managerial experience a plus, yet not required.

Again, the dates of the events are: (1) Thursday January 19th and/or (2) Thursday March 2nd from 1:00 PM to 5:00 PM (no later than 5:30 PM); lunch is between 12:00 and 12:50 PM; and transportation will leave TC @ 11:15 AM for those joining us for lunch; and 12:15 for those planning to attend the event @ 1:00 PM, who need transportation to be provided.

Thanks for you consideration, this is a great way to learn more about the program and meet our wonderful candidates from around the world! To learn more about the program and the upcoming events, see the additional information provided below.



Dr. Terrence E. Maltbia

Associate Professor of Practice, Adult Learning and Leadership Program

Faculty Director, Columbia Coaching Certification Program

Department of Organization and Leadership

Teachers College, Columbia University

212-678-8405 * Maltbia@tc.columbia.edu


About the Program

Columbia University's Coaching Certification Program is a year-long development experience designed for mid-career professionals and beyond. To date, since the Fall of 2007 we have completed 16 Cohorts of the 1-year program, with over 420 graduates from over 50 countries around the world, including the United States, and counting. As a graduate certificate program, all certification candidates have a B.A./B.S., roughly 50% (depending on the cohort) have M.A./M.S. degrees, and about 1/3 have Doctorate Degrees from a variety of disciplines; most are, or have been, at the Director Level or above in their organizations, and hail from a number of sectors ranging from corporate, education, healthcare and government.


Our year-long curriculum for the program has a scholar-practitioner orientation currently grounded in what we call 3-coach foundations: (1) guiding principles (or mindset of highly effective coach); (2) competencies (or core coach capability); and (3) process (a 3-phased approach informed by the science of human performance, i.e., context, content, and conduct)—the program also draws on research and theory from the diverse academic disciplines of adult learning, adult development, psychology/organization behavior, and management science). We are currently under going a program redesign process that will place neurosciences @ the core. Our graduates focus on a specific form of coaching, Executive (i.e., managers/leaders) and Organizational (i.e., work/career context) Coaching, in contrast to life coaching—as a result, we ask our volunteer clients to bring work and/or career related topics to the coaching sessions (more about this later).


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As we start the 45 day count down prior to launching the 2nd International Columbia Coaching Conference, October 19-21, 2016 | this discussion series will feature this year's keynote presenters! Amy Abel, PhD is Managing Director of Human Capital at The Conference Board, will share insights from 10 years of executive coaching research. What great way to frame an exploration of the Future Coaching, by "Looking Back to Go Forward: 10 Years of Executive Coaching Research." I see attached bio and session description. Stay turned for more updates...

Plan to join us to shape the future of Coaching! The 2016 Biannual International Columbia Coaching Conference will bring together a community of scholar-practitioner coaches, researchers, graduate students and others who operate in the boarder spaces of strategic talent development. The 3-day event will take place on the campus of Columbia University located in New York City, USA. 

To learn about the conference schedule, venue, speakers, and sponsors, or to register, please clink here: http://columbiacoachingconference.org

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Hello CCLA Members,

During the recent annual Columbia Coaching Learning Association Annual & 4th Quarter Boar of Directors Meeting, we identified strategic priorities for the 2016/2017 Fiscal Year (CCLA Board President Sharon Dauk, CCCP - Cohort 2, will provide more details shortly). One of the priorities is to design, develop and implement a "Coach Referral" service where we partner with organizational clients to promote coaching opportunities. We are piloting this idea with a few corporate clients as we speak.

A part of this initiative is to provide a platform for alums of the Columbia Coaching Program to share coaching opportunities with each other. Until we have a more formal coach referral process, with explicit tools, resources and guidelines, we encourage alums to share leads via this discussion thread. Our experience suggest that providing a clear set of requirements enhancing the quality of responses from the Columbia Coaching Community to help to facilitate effective coach-client matching.

Below are two links, of sample "Client Coaching Opportunities" communications posted on the CCLA professional social networking site:



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NOTE: click on the "title" - which is a hot link for view the content of this entire blog...


Below is an inquiry that is ONLY open to alums of the Columbia Coaching Program (i.e., Front-end, Practicum, and ACI), Program Faculty, and our External Examiner Team - please read ASAP as the information is time sensitive!


A priority of CCLA (Columbia Coaching Learning Association) is to devise a process to take advantage of the numerous inquires I receive as Director, Columbia Coaching Program, to source capable professional coaches, and otherwise engage in a host of custom talent development solutions for organizations. I'm working with Sharon Dauk, CCLA's President to pilot procedures as strategic opportunities are presented, until we can formalize a process to take it to scale. One such opportunity was presented last week, while I was away @ ACI.


A corporate client with a major presence in the consumer goods industry is interested in partnering, with an experienced, external executive coach, in support of a year-long leadership development program (see attached "External Coaching Brief" for more detail). The corporate client contacted us as a source to identify potential professional coaches who meet their requirements. The client organization is located in New York City, and given the nature of the assignment (first time working with an external partner - the coach role had been employed internally for prior cohorts), they are seeking an external coach located in the Metro New York City Area. 

Conduct: Call-to-Action

After reading the attached "External Coaching Brief," if you are a graduate of the entire Columbia Coaching Program, Faculty, and/or External Examiner, and would like to be considered for this opportunity please do the following by NO LATER than Friday August 5, 2016 by 5:00 PM Eastern Time US:

  • Clearly Read the "External Coaching Brief;"
  • Create a "1-Page" Professional Coach Bio (NOTE: use the template we've attached here, please follow the instructions closely, including font style, size, etc. DO NOT exceed the 1-page limit, and include a professional photo - we will NOT forward any bios to the client that DO NOT explicitly adhere to the bio guidelines - branding - see a sample of Sharon's Bio, as a model of the finish product); and
  • Using "Coach Profile" located on the back of the "External Coaching Brief" - please include a short email with a 1-sentence description per bullet point, of how your background outline with the  requirements outlined on the back page of the brief, then email your 1-page bio to: Dr. Terrence E. Maltbia (Maltbia@tc.columbia.edu) and Sharon Dauk (sharon@sharondauk.com), again, by no later than Friday, August 5, 2016 by 5:00 PM Eastern Time U.S.

Sharon and I are NOT making the final decision, yet we have agreed to screen all applicants from the Columbia network for the organizational clients to ensure that all candidate we send to them, meet the organization's baseline standards. We will quickly review any inquiries we receive in order to send the client a "short list" of potential candidates. At that point, the client will reach out to you directly with details for completing the application process. While, we do not know the exact compensation for this assignment, having worked with this organization in the past, I can tell you, it will be competitive, not to mention the potential for future work!

These are the type of opportunities CCLA, working in partnership with the Columbia Coaching Program is interested in sharing with our growing alumni base. Once we have a process in place, we'll intentional expand our reach to other locations around the world, yet to start, we are being intentionally strategic and working with organizations where we already have strong relationships.


Maltbia and Dauk


Select the "hot links" below to access the three documents referred above.




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Yours truly and Susanne Mueller (a Columbia Coaching Program Grad from Cohort I) are featured in the current issue of Choice, the magazine of professional coaching. The theme of the issue is "Helping Leaders SHINE: How coaches bring out the best in leaders and their teams" - Volume 14, Number 1. To learn more about this issue, use the link below:


I've provided a teaser of the lead article in the series I wrote entitled, "Perspectives on Leadership," designed to provide a short primer of the various ways the work of leadership has been conceived and researched in the academic literature. I've included a PDF of the article below: 



I would love to hear from you regarding the following:

  • General impressions of the article (any take-aways)?
  • What leadership theories, models, or frameworks do you use in your coaching?
  • What are resources (e.g., books, articles, etc.) have you found useful in understanding leadership and coaching?
  • What leadership trends are you noticing that could have an impact on the work of executive coaching?

I will invite Susanne to post her article as part of this discussion thread and join the conversation!



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The Columbia Coaching Learning Association (CCLA) and association with the Columbia Coaching Program (CCP) partners with various assessment providers to host assessment certifications for our members @ a discount. I had the pleasure of hosting the Birkman Method Certification on the campus of Columbia University last Thursday and Friday - March 17-18, 2016! Birkman is one of the top 3 comprehensive personality assessments on the market.

While I personally completed Birkman Certification back in 2011, and since then have conducted nearly 100 client debriefs, it was great to be with an intimate group of Columbia Coaching Program Candidates and 1 Member of our Core Instructor Team to have the opportunity deepen my knowledge of the tool (and related updates) with Sharon Birkman Fink herself (the firm's CEO), along with her Training Director.

What Birkman Measures

The Birkman Method offers a comprehensive measure of personality that offers a wide range of report formats (and supporting tools), all results from 1 self-questionnaire. Specifically, the assessment measures the following elements:

  • 11 (soon to be 9) components of personality that is summarized in what they call a "Life Style Grid" providing a visual view of personality preferences along two continuum of: (1) direct to indirect communication and (2) task (objective) and people (subjective) focus;
  • Interests: a personality perspective focus on what individuals want to do, (i.e., the typical interests pattern reflective of the type of results one's seeks and the kinds of activities that generate the most satisfaction for a person) - in short, this measure can provide individuals with useful vocational and avocational preferences;
  • Usual Behavior - provides a summary of one's typical/external behavioral patterns for both tasks effectiveness and relational patterns;
  • Underlying Needs - this is view of one's internal perceptions and expectations for how tasks and relationships should be governed, while these factors are related to motivation, thus action, they are much more difficult to identify; and
  • Stress Behavior - while interests, usual behavior, and underlying needs all combine to provide a profile one's "best self," conversely, this element profiles ineffective behavioral styles when needs go unmet (or potential derailers).

Practical Applications

Kurt Lewin's, now famous equation: B = f (P) x (E), that is, behavior in organizations is a function of the person and the environment, provides evidence of the value and potential applications growing out of the Birkman assessment for coaches and other helping professionals; in short, assessment results trigger important insights and conversations about the activities and situations that provide high levels of satisfaction, as well as, situations that cause stress and dissatisfaction - both critical inputs to operating effectively in organizations. These insights can help individuals (and organizations) make decisions related to: (1) preferred occupational fit (based on 22 job families, 200+ job titles (linked to O*Net); (2) management style (i.e., approach to managing tasks and people); and (3) work environment (i.e., the work environment that brings the best support and fit).

Personality and Executive Coaching

The two-days spent in the most recent Birkman Method Training highlighted important connections between the role of understanding personality preferences of our client's and effective coaching. In terms of self-as-instrument, it is equally important of coaches to understand how their personality will have a direct influence on how they approach the work of executive and organizational coaching, regardless of core competencies promoted by various professional coach association. Specifically, during the workshop, I began to see connections between personality and select core coaching competencies (i.e., coaching presence and relating). It also occurs to me that personalty influences a coach's approach to core competencies of testing assumptions and reframing (both related to what ICF call's creating awareness). As a result of these insights, I plan to attend to personality more explicitly in the redesign of Columbia's Coaching Program (an initiative that will begin in April).     ]


Having provided a summary of my personal reflections from the Birkman Certification Workshop, I invite the others who attended this learning experience to share their reflections as part of this discussion blog - including connections each make their their own coaching practice, in terms of potential connections to personality with: (1) guiding principles (the mindset/stance of the coach); (2) core coaching competencies (implications of "self-as-instrument"); and (3) coaching process (i.e., implications for navigating the map of coaching engagements). 



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NOTE: click on the header "Call-For-Volunteers..." on the top of this post to read the entire message!

June 26, 2016 Update

Where does the time go? I wanted to provide a quick update on the status of the Columbia Coaching Program 2.0 Redesign Project. The good news is we received over 40 applications from our call-for-volunteers in March. The bad news is a number of other priorities has forced a delay in selecting and launching the redesign team. While we are now ready to launch the redesign team, given the delay,I will be reaching all to all those who applied to check-in our interests this week.

The another good news is we’ve been making good progress with important inputs to the redesign work:

  1. As core member of the faculty for the new Leveraging Neuroscience to Power Organizational and Individual Performance, I made the strategic decision to work with program faculty to learn more about our key thinkers in this space across the university (this has turned out to be a wise time investment);
  2. We applied for and received a Provost Grants to help support expenses for the redesign project (making the team’s effort more efficient once launched); and
  3. I’ve been asked to facilitate a group of neuroscientist from universities and think tanks around the world – all 3 of these factors contributed to the launch of the redesign team;  

Below is a graphic the reflects our branding for the new version of The Columbia Coaching Program highlighting the various disciplines that will inform the new design:

Stay turned for more updates!




March 11, 2016 - Post

It's been 8 years since we launched The Columbia Coaching Program. While we've made adjustments to the program after each cohort, it is time to engage in our first major redesign, what we are calling "Columbia Coaching Program 2.0!" There are a number factors influencing our motivation to engage in this work, the most significant is to explicitly align the program with Columbia University commitment to be a world-leader in leveraging neuroscience as a multidisciplinary integrator across the university. An indicator of this commitment is the planned opening of the new Jerome L. Greene Science Center (mind, brain & behavior). Use the link below to learn more:

  1. http://columbiaspectator.com/news/2015/10/05/opening-next-fall-first-manhattanville-buildings- promote-interdisciplinary-activity

I am looking for a diverse team of Program Alums, Program Instructors; Graduate Students; and University Faculty to engage in this rapid redesign process (between April and September of 2016). Given our global footprint, we welcome program alums (who have completed the entire program, including ACI/certification) from around the world to express interests. Depending on the geographic mix, we'll devise a strategy to work across time zones - we'll simply have to be creative and leverage technology. The attached document below provide more detail about this exciting opportunity. I hope to hear from many of you! I have extended to "response" date to Monday, March 21, 2016!

Dr. Terrence E. Maltbia


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Columbia Coaching Program Director, and others, featured in recent "marketplace" radio show on NPR. Use the link below to access a recording and read the short article (segment was written and hosted by Ashley Miline-Tyte):


Post you reactions, comments and questions to the piece as part of this discussion blog.

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Earlier this week I attended a 3-day intensive Systemic Team Coaching Certificate Training Program on January 18-20 with Professor Peter Hawkins! The event was sponsored by the Team Coaching Zone (hosted by Dr. Krister Lowe) and took place at The Columbia University Club in New York City. It was great to experience a high-engagement learning event with a number of alumni of the Columbia Coaching Program; faculty of the program; as well as many current and former alumni from various programs @ Teachers College, Columbia University--of the 35 attendees, about 1/2 were connected with Columbia University in one way or another. In addition, this was a great opportunity to be with others with a passion for the important work of Team Coaching.

The program not only expanded my understanding of team coaching, importantly, it triggered many valuable insights that I believe can benefit various teams associated with Columbia's Coaching Center of Excellence (CCCOE) - for that reason, I wanted to capture my reflections while they are fresh - so here we go!

A Bit of Context - The Coaching Program Started with an Idea...

Shortly after joining the faculty @ Teachers College in the Fall of 2006, I learned that the department of Organizational and Leadership offered a number of graduate level courses in coaching (e.g., Prep for Coaching; Executive Coaching Theory and Practice; Using Assessments in Coaching; and Action Learning Coaching). At the same time, I discovered all of the flagship programs offered by the Executive Education Division of the Columbia Business School included a coaching component. These factors combined with the increased popularity of coaching as a leadership and organizational development intervention prompted me to convene a group of Columbia Faculty and Administrators to explore the prospects of leveraging our assets to strive to position our university as a leader in the executive and organizational coaching space. The result of this series of strategic conversations was the creation of The Columbia Coaching Center of Excellence, that would comprise of 3-entities: (1) Professional Coach Preparation Programming; (2) Alumni Association; and (3) Talent Alliance!

Conceptually, Columbia's Coaching Center of Excellence (CCCOE) was conceived as a "state-of-mind" vs. a physical place or rigid organizational structure. CCCOE is committed to excellence in the areas of research, knowledge dissemination, and the creation of evidence-based practices; collectively intended to forward the art and science of executive and organizational coaching. Founded as King's College by royal charter of King George II of England in 1754, Columbia University is the oldest institution of higher learning in the state of New York and the fifth oldest in the United States. Today Columbia enjoys a rich tradition of academic and research excellence with over 82 Columbians—including alumni, faculty, adjunct faculty, researchers and administrators—have won a Nobel Prize in multiple disciplines; combined with the financial stability afforded with its endowment that exceeded 9 billion in 2015. A partnership between the Department of Organization and Leadership, along the Executive Education Division of the Columbia Business School, commissioned Dr. Terrence E. Maltbia to engage in a series of activities to transform this vision to reality starting with the creation of a coaching program, which would in time provide a foundation for offering custom-talent development solutions to organizations. From its inception CCCOE would consists of three major components, The: 

Columbia Coaching Programs (CCPs)--we launched the year long certification program during the Fall of 2006. Our 16th cohort started the program in November of 2015, marking over 670 participants completing the front-end 5-day residential segment of the program (i.e., 60% via our External Coach Intensive | 40% via our Internal Coach Intensive), over 330 completing the entire year long program, with nearly 100 participants in process, from over 50 countries around the world. CCP has provided a solid foundation for build an alumni organization, the 2nd component of Columbia's Coaching Center of Excellence. During FY2016, the university plans to commission a team to design the 2.0 version of the coaching program to launch during the Fall of 2016;

Columbia Coaching Learning Association (CCLA)--while a hand full of graduates had worked to create an alumni association since the first cohort; sparked by the need to formalize to co-sponsor Columbia's First International Coaching Conference, an alumni organization, under the formal name of the Columbia Coaching Certification Program's Alumni Associated received its Certificate of Incorporation from the State of Delaware on March 10, 2014; followed by on Employer ID from the IRS on March 26, 2014, and importantly its 501(c)(3) non-profit organization status August 29, 2014; during the FY 2015/2016 CCLA is focused on engaging the Board of Directors to provide the organizational leadership needed to realize its purpose to serve as a community of practice for CCP graduates, as well as other scholars, practitioners, scholar-practitioners, researchers, students, talent management professionals and others who are interested in the study and practice of executive and organizational coaching in the context of the Columbia’s 3 Coaching Foundations (i.e., mindset, competencies, and process); and

Columbia Talent Alliance (CTA)--the third component of Columbia's Coaching Center of Excellence is intended to provide a platform for accessing our growing global community of program alumni, combined with faculty and other resources across the university to provide customized talent development and organizational effectiveness solutions to meet market inquiries for these services  - that we have consistently received even prior to formally launching CCP back in 2006. Our current objective is to identify 2 - 3 organizational projects to serve as a "proof of concept" to formalize this critical component of the center.

Core Concepts of  Hawkins' Systemic Team Coaching Approach...

I walked away from this 3-day experience with an increased appreciation for the comprehensive nature of Peter's thinking and related approach to teach coaching. While there are many components, there are two elements that stand out in my mind, and importantly, I believe have application for supporting and enabling the work of the various teams associated with Columbia Coaching Center of excellence: (1) Five Team Coaching Disciplines and (2) the CIP-CLEAR Process Model. I provide a brief summary of the two below:

Five Team Coaching Disciplines: the five disciplines of effective teams provides a powerful map for diagnosing the complex and dynamic nature of team interactions and performance from a systematic perspective. Peter made the framework practical from the start of the workshop, by having us complete a questionnaire he developed in support of the model, helping us internal the model. The figure below visually displays the disciplines in summary form. 

As you can see, four of the five team disciplines are structured aligned two axis: (1) process-focused (bottom of vertical axis) and task-focused (top of vertical axis); combined with (2) internally-focused (left slide of the horizontal axis | within boundary) and externally-focused (right slide of the horizontal axis | across boundaries); with the 5th located in the center of the model.

The model is not linear, that is, the coach can work with the team at any point of the model depending on the results of the diagnostic questionnaire and other sources of input. Yet, the model is directional - for example, contextually it makes sense to understand the team's reason for being, by whom and performance expectations (i.e., commissioning  - top right hand quadrant  - task and externally focused - the "why").

Once commissioned, one of the first tasks of a new team is define its work, or what Hawkins calls the team's collective endeavor (i.e., clarifying - top left hand quadrant - task and internally focused - the "what"), here the team defines purpose, goals and objectives, core values, vision for success, agreed upon ways of working, role clarity, and performance indicators of team effectiveness.

Next the focus shifts to enacting the team's purpose to realize its intended objectives via a clear set of agreed upon work procedures (i.e., co-creating - bottom left hand quadrant - including modes of communicating, meeting protocols, problem solving, decision making, addressing conflicts, and so on, within the team's boundaries, as well as, when interacting with the boarder system - the "how").

Commissioning, clarifying, and co-creating while necessary, are not sufficient for high-performance, so members of the team and the unit as a whole must attend to how its engaging with it's critical stakeholders, the forth discipline (i.e., connecting - bottom right hand quadrant). Quality stakeholder engagement is a critical factor in high-performing teams. Critical stakeholder groups include customers (i.e, those who rely on the team's work), suppliers (i.e, those who provide key inputs to the team), partner organizations, employees, investors, regulators, boards, and communities in which the team/organization operates, to name a few.

The first discipline is positioned in the center of the model to highlight the importance of the team intentionally stepping back to reflect - on the "what" of the team's work; the "how" of the team's work; and the "why" of the team's work - and the collective impact of these three factors (i.e., core learning). Hawkins states that intentional focus on this discipline ensures: (a) social support between team members; (b) team conflict resolution; (c) support for member learning and development; and (d) a positive team climate.

CLEAR POINTS: I had 2 take-a-ways from our work with this framework over the 3-days: (1) the power of this diagnostic model is not in the individual disciplines, yet in the patterns (positive and negative) that can help the coach and team surface influencing their climate and productivity - the patterns seem to emerge by highlighting the combinations adjacent pairs e.g., combining commissioning and clarifying (top half); co-creating and co-creating and connecting (bottom half); commissioning and connecting (right side); clarifying and co-creating; or diagonal pairs e.g., commissioning and co-creating (potential tension); clarifying and connecting (another potential tension); or via adjacent triads such as commissioning, clarifying and co-creating - core learning positioned as an enabler to attend to patterns emerging from these combinations and (2) in reviewing some of the resources to guide interventions focused on enhancing the team's capacity related to various disciplines associated with high performing teams, I realize that this model provides a structure for effectively organizing many existing tool and resources I already have - this was an exciting development.

On the whole, the five discipline provide coaches with a powerful structure for focusing observations of team functioning, and important ways to enhance the factors that contribute to high-performance!

CIP-CLEAR: the 2nd major framework we worked with during the 3-days was more of "process" model for team coaching vs. the disciplines being more of a diagnostic team coaching model. The process model has 2 major Phases (i.e., positioning team coaching and engaging in team coaching).

The purpose of the first major phase of the systemic team coaching process is to: (a) determine the need for team coaching (or not) and (b) gain commitment to engage in a more intensive, systemic team coaching engagement. The three stages of this phase include: (1) Contracting 1 - initial exploration focused on achieving a level of clarity over desired outcome of team coaching and ways of working (i.e, entering the system); (2) Inquiry - co-creating data (and impressions) in order to identify major patterns of team's functioning (i.e., data collection), performance, and interactions with commissioners; and (3) Diagnosis - working with the whole team to make sense of data collected and co-designing the high-level team coaching agreement for the engagement.

The purpose of the second phase of the systemic team coaching process is to: (a) support the team in realizing it's intended aims and (b) capture the key learning resulting from the team coaching engagement. The five stages of this phase include: (1) Contracting 2 - confirmed/identified intended outcomes and related performance indicators, areas of focus (i.e., some combination of the 5 disciplines), and agree on ways of working) - this includes; (2) Listening - with hears, eyes and intuition (grounded in coach's experience of the team) to stated problems, challenges, and expressed opportunities within context of the team dynamic; (3) Exploring - emergent patterns and encourage experimentation with new patterns that are more inclusive and integrative; (4) Acting - choose a way forward and rehearse first steps; and (5) Reviewing - actions and get feedback (i.e., after-action-review).

CLEAR POINT: My major insight here was the nuanced, yet critically important function of the CIP to establish a need for team coaching and ensure there is a fit with the coaches' approach; overall the CIP-CLEAR coaching process is relational, where as the 5 disciplines are diagnostic in their orientation.

Potential Implications for Columbia's Coaching Center of Excellence...

The good news is, in addition to myself, several others involved in various aspects of Columbia's Coaching Center of Excellence experienced this powerful 3-day program - so there is a foundation for us to leverage our collective insights -- two faculty along with me are involved in the Columbia Coaching Certification Program; four of us serve on board of directors (CCLA); and 2 of us are on the leadership team for 2nd International Columbia Coaching Conference.

Below are my reflections about CCCE as a result of this experience:

  • The coaching program faculty are well positioned to build on our work using the CLEAR process model given that we've used it for supervision during the practicum, some of us for nearly 9 years - ACTION COMMITMENT: explore the options for having our team complete the questionnaire with the 5 disciplines (3 of our 8 team members attended the training); 
  • Dana (who attended the training) and me can experiment with ways to use the 5 team disciplines in our start-up work with the conference leadership team - this will be a great space for us to internalize these concepts - ACTION COMMITMENT: purchase book for the three member of the team and follow--up with Dana to agree on an approach; and
  • The major opportunity is to leverage the systematic team coaching with the CCLA Board of Directors - I realized that of the 5 disciplines, a major "gap" in our functioning is a lack of attention to "commissioning" - especially with the larger Columbia University System, as well as, our growing alumni membership; this is critical! ACTION COMMITMENTS: (1) serve my observations for with the board chair (Sharon Dauk); (2) give her a copy of Peter's "Leadership Team Coaching" book; and (3) explore with her the prospects of identifying a resource, experienced in systematic team coaching, work with the board during our annual meeting.

I have two other opportunities to internalize this content: (1) create a lesson on systematic leadership coaching as part of my Social Intelligence Course this term and (2) consider integrating a team coaching module in the redesign of Columbia's Coaching Certification Program.




Dr. Terrence E. Maltbia
Associate Professor of Practice, Department of Organization and Leadership
Adult Learning & Leadership | Organizational & Social Psychology Programs
Faculty Director, Columbia Coaching Certification Program
Department of Organization and Leadership
Teachers College, Columbia University
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During this webinar, Dr. Terrence Maltbia discussed developing your organization’s current and future leaders is critical to your organization’s long-term success. Paramount to this talent development is fostering an organizational learning culture – one in which teams and individuals engage and effectively work together - as a preview of an exciting new program, Powering Organizational and Individual Performance: Leveraging Neuroscience in Executive Learning: This two-day program is designed specifically for learning and development professionals, providing the latest research to assist in attracting, cultivating, and retaining a talented workforce. Use the link below to learn more:


You can also use the link below to view a recording of the webinar:


The intent of this blog is to:

  • Provide a space to share observations, or raise questions, about the ideas presented during the webinar;
  • Expand the conversation by responding to questions raised during the webinar, yet time did not permit; and
  • Post resources that relate to the topics that emerge from the dialogue. 

I plan to respond to at least 1 questions raised during the webinar, or posted here, each week. Look forward to our continued interactions!



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The Team Coaching Zone was launched on 1 January 2015.  The mission of the site is to contribute to the development of the field of team coaching in companies and organizations.  Through the creation of content such as podcasts, blogs, webinars, resources, and discussion boards, The Team Coaching Zone seeks to support new and experienced team coaches to take their coaching practices to the next level. Below are 7 episodes that feature Columbia Coaching Program alums:

  • EPISODE #004: January 22, 2015: Surfing the Wave of Team Coaching with Felipe Paiva
  • EPISODE #005: January 29, 2015: Developing Leadership Cultures Through Team Coaching with Jean S. Frankel
  • EPISODE #008: February 19, 2015: Coaching Teams for High Performance: A 5 Step Approach with Greg Burns
  • EPISODE #022: June 11, 2015: Coaching Technology Teams in a VUCA World: Catalyzing Team Learning, Innovation and Change to Drive Business Results with Krish Iyer
  • EPISODE #025: July 2, 2015: Co-Team Coaching: Leveraging Partnership to Maximize Impact with Nancy Alexander & Ethan Hanabury
  • EPISODE #026: July 9, 2015: Metaphors as Vehicles of Transformation in Team Coaching with Kati Livingston
  • EPISODE #030: August 24, 2015: The Frable Method: Insights from a Millennial Executive and Team Coach on the Future of Coaching, Change, and Inter-generational Thinking with Alex Durand

Columbia Coaching Program faculty have also been on the show:

  • EPISODE #003: January 15, 2015: Team Coaching for Development and Performance with Dr. Rachel Ciporen
  • EPISODES #032 & #033: September 15, 2015: Frontiers in Executive and Team Coaching: Reflections and Insights on the Interdisciplinary Nature of Team Leadership Coaching and Implications for the Future with Dr. Terrence E. Maltbia

Use the link below to access The Team Coaching Zone to access those and other episodes and come back and share your insights in this discussion thread:


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The Columbia Coaching Learning Association (CCLA) and Columbia Coaching Program (CCPs) where proud partners with The ICF NYC Chapter to host a site for The Regional Live Streaming Event Organized by the Maryland Chapter of the ICF on Friday, August 28, 2015 from 9:00 AM - 12:30 PM, Entitled:

"Co-creating Coaching Cultures: How Partnerships between Business Leaders & Coaches Make It Happen"

How will coaching need to evolve to meet future business demands?

It was good to be with CCP alums; CCLA members (including Teachers College Graduate Students); and members of the broader coaching community inn the Metro-New York City Area - over 46 people were in attendance.

Event Description


Choose from three different opportunities to attend an August 28th workshop hosted by ICF-MD that will bring together employers and coaches to better understand the current, and delineate the future, foundations of successful coaching cultures.

Coaching has gained significant momentum as a resource for workforce development in corporate and non-profit organizations. These institutions constantly face new challenges, such as how to guide and support the explosion of the Millennial generation in the workplace. Many are employing a coaching approach to address this and other system-wide issues. A 2014 research project conducted by the Human Capital Institute and the International Coach Federation dives deep into this topic and has resulted in the publication entitled Creating Coaching Cultures.

A senior leader and a coach representative from three organizations will present justifications, methods, and outcomes of their coaching initiatives. The featured organizations are: Rogers Communications, LifeBridge Health, and NASA. Following the presentations, the facilitator will pose a future focused question to the participants.  Small groups will work together to answer the question.


This is a unique opportunity to hear directly from multiple organizations that are integrating coaching into their professional development strategy, explore how it is working for them, and consider how best to prepare for the future.

Post Event Discussion Thread

The purpose of this discussion thread is: (1) for attendees to share their observations, insights, and action commitments resulting from being apart of this event and (b) to post sessions resources (e.g., handouts, links to recordings, etc.) in order to facilitate ongoing learning regarding this important topic.

Below is the agenda for the 1/2 event:

  • Opening and Welcome
  • High-Level Trends in Coaching: Coaching Cultures Research Report (ICF and HCI)
  • Three Case Presentations: (1) Rogers Communications; (2) NASA; and (3) Northwest Hospital
  • Questions and Answers with Panel (organizational case representatives)
  • Table Group Discussion
  • Wrap-up and Closing

The agenda for the session is posted as part of this post (see link below), with bios for all the speakers! More to follow.

To start, for those in attendance, please continue our learning by posting:

  • 3 Personal Insights from the Session;
  • Ways These Insights can Inform Your Coaching Work, In and For, Organizations; and
  • If Columbia University Were to Partner with the ICF NYC Chapter to Organize a Similar Event, What Would You Like to Learn!

I look forward to hearing from many of you who attended, and I'll post my insights as well!

NOTE: ICF NYC and NJ Chapters Members in Attendance are welcome to "Join" The Columbia Coaching Learning Association (CCLA), as "Friends of the Program!"




NOTE: Updated 9.2.2015

During the opening presentation, ICF research on "Coaching Cultures" was summarized, report included here!


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The Columbia Coaching Learning Association (CCLA) Program Committee began the conversation today (8.11.15) about establishing the theme for our 2nd International Columbia Coaching Program Conference scheduled for October 2016! Columbia Coaching Programs Faculty Director, Dr. Terrence E. Maltbia, outlined strategic inputs that should inform the creation of the conference theme.

The ideas below align with both program and university priorities of FY 2016 and beyond, theme should:

  • Highlight Columbia's University-wide emphasis on Neuroscience (i.e., cognitive, social, and behavioral) with the planned opening of the Jerome L. Greene Science Center (https://www.youtube.com/watch?v=CRdncAfENpY);
  • Provide an invitation for the exploration of the generation of evidence-based practices focused on executive and organizational coaching;
  • Be a continuation, expansion of the 1st Conference Theme: Spaces for Executive and Organizational Coaching; and
  • Shed light on expanding the profession's emphasis on differentiating coaching from other helping work (e.g., mentoring, consulting, therapy, etc.) to laying the necessary work of aligning coaching with other important development work and processes in organizations (e.g., talent management, leadership development, organizational development, change management/leadership, facilitation, and so on).

Given this framing, we invite our growing learning community to provide suggestions for consideration for our 2016 Conference!


Dr. Terrence E. Maltbia

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David Matthew Prior and Dr. Terrence E. Maltbia lead a session entitled "Developing a Culturally Competent Faculty Team: Early Work and Implication for Coaching Competencies" on May 8th during this year's Association of Coach Training Organizations (ACTO), a gathering of directors, educators, and trainers representing numerous coach training schools. Our intent was to: (a) provide space for leaders of coach training organization to clarify their point-of-view regarding what constitutes culturally sensitive coach education and training: (b) share a common frameworks, structures and tools for understanding cultural variation; and (c) begin the conversation connecting culture and coaching.

There was an interesting discussion that took place during the "open space" segment of the conference (immediately before our session) where the idea of creating a multi-school collaborative learning event in November of 2015 where the focus will be to intentional start building the foundation for making explicit connection between cultural competence and coaching competencies - Stay turned for more information.

If you were be interested in being a part of such an event, please reply to this post, so we know how to reach out to us as the planning process unfolds.

You can download a PDF of the slides used for our ACTO session below - feel free to share observations, insights, and/or raise questions based on your review of this content.




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This discussion thread is intended as a space for continuing the conversation I had the opportunity to engage in with over 50 attendees on Thursday March 26th during an OD Network, NYC Chapter Event. The conversation centered on a topic for which I have much interests and passion: Emotional Intelligence, as it's enabler Emotional Competence.

If you are a member of our learning community and did not have the opportunity to attend the live session you can use the link below for a full description of the session. Topic: Emotional Competence (EQ): Implications for OD Practitioners. Use the link below for a full description of the session:



  • I've attached a PDF of the Slides used for the presentation;
  • Feel free to post questions here and I'll try my best to response;
  • We would also like to hear any additional observations about the ideas shared during the session and any ideas you have about implications for practice (including OD, Executive Coaching, and/or Change Leadership); and
  • Finally, please share useful related to this topic you have found useful, as well as, success stories.


I look forward to continuing the conversation!



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A corporate client with a major presence in the entertainment industry seeks certified professional executive and organizational coaches who have completed the entire Columbia Coaching Program. The coaching is part of leadership development program for the company Vice President Level. General requirements are outlined below. Successful coaches for this engagement:

  • Are located in the Metro New York City Area;
  • Have at least 10 years for full-time work experience (leadership/managerial roles a plus);
  • Demonstrate knowledge of delivering 360/180 feedback and supporting leaders with development planning;
  • Will attend 3-hour orientation session to be scheduled for the 1st or 2nd week of April;
  • Able to lead a "group coaching" session on the afternoon of April 23rd (in Mid-town) Manhattan; and
  • Can complete 3-session follow-up engagements (with up to 4 VPs) after the program by the end of July 2015.

The organizational client plans to run this program at least once per year, sometimes more, depending on internal demand. Given that coaching is a referral business, success with this engagement can lead to other coaching opportunities within the organization.

All interested coaches should:

  1. Use the attached template to create a 1-page bio (please full the guidelines); and
  2. Email completed bio, along with most recent resume by no later March 15, 2015. 

NOTE: if you would like to see a sample 1-page bio, email Dr. Maltbia (he will provide you with one).

Information should be emailed to:

Dr. Terrence E. Maltbia: Maltbia@tc.columbia.edu

He will: (a) review the bios/resumes; (b) forward those who met the client's general requirements to his contact; and (c) inform those selected by the client organization. Dr. Maltbia will also notified those he intends to forward to client with more information regarding the coaching fees for the engagement (the client pay's a competitive rate based on 2014 market data).




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Hello CCLN Members,

I recently ran across this short, yet interesting article on coaching in the Harvard Business Review's web page (see link below). It has some useful insights about select coaching competencies:


What do you think?

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Jeffrey Cone noted that nearly 70 people attended the ICF Cultural Competence Community of Practice on January 14, 2015 - thanks for the great turn out! I mentioned during the session that I would start a "Blob" on this site to continue the conversation - so I've updated the announcement I sent out prior to the session that purpose.

You can use this discussion thread to do the following:

  • Download a PDF of the slides used during the online session (1.14.15); 
  • Make observations about the content shared during the session;
  • Raise additional questions from the session (I'll reply here); and/or
  • Share useful resources you've found helpful in this area.

Below is a link to the session recording (NOTE: I replaced the link that was included in this post on 2.6.15, because a number of those who attempted to view the recording had trouble, including "yours truly." I alerted Jeff Cone, one of two chairs of the cultural competence community of practice, who has worked with the vendor to try to resolve the issue - I personally found, in order to view the Entire recording I had to place it on pause about every 5 minutes or so, for about 15 seconds, and then resume - this new recording was posted on 2.11.15):



Additional notes about the recording...

If you are still unsuccessful and stubborn like me, here is what we can offer you as options:

If you are using a Mac, Citrix recommends downloading either of the following media players: VLC Player or Flip for Mac as the file format is .WMV which apparently does not work on Macs. You can use these media players to convert the file to .MP4. 

If you continue to have problems, we recommend that you contact Citrix support directly at: 855-352-9002.The case number is: 08407409. They have been very patient with me as we tried on several occasions to identify the original problem(s) without success.


I look forward to continued dialogue with many of you about a topic for which I have much interests and passion - cultural competence and coaching!

To get the conversation started, for those of you who attended the live session, or after watching the recording, I'd be interested in hearing your responses to the following four prompts:

  1. Objective Data: What was your main purpose for attending the session (and/or viewing the recording)? What were the key elements of the session that stand out for you?
  2. Reflective Data: What did you like, and not like, about the session? What were the "high-points" of the session for you - what aspects did you personally connect? What were the "low points" for you - what aspects were most distant for you?
  3. Interpretative Data: What were the major insights gained from the session for you? What new connections do you see between cultural competence and coaching?
  4. Decisional Data: How will you apply the insights gained to your coaching practice? What follow-up would help you apply more effectively what you took away from the session?

I look forward to hearing from many of you - you can download a PDF of the session slides by using this hot link ICF%20Cult%20Competence%20CP_1.14.15_PV_Final.pdf.



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