We conducted an additional session of the Advanced Coaching Intensive (ACI) July 22 - 27, 2018, our 2nd of 2018 - it was nice to take the photo outside and enjoy the sun!

Where does the time go, we have completed an additional four cohorts since my last ACI post on August 3, 2017! We ran 3 sessions of ACI during calendar year 2018 compared to our standard 2 per year - starting with Cohort 19 that attended ACI Febrary 25 - March 2, 2018!

Join us on Thursday June 7, 2018 from 5:00 to 8:00 PM Eastern Time U.S. for an evening exploring the connections between neuroscience and coaching, featuring yours truly, Dr. Terrence E. Maltbia, Associate Professor of Practice and Faculty Director, Columbia Coaching Program.

Thanks to sponsorship by Global Insights (NBI Certification) and AIIR Consulting, we will be offering this event in both: (1) face-to-face and (2) live streaming for our community members outside of the metro-NYC areas. Use this link for more information (https://www.eventbrite.com/e/neurosciencewhy-it-matters-in-executive-coaching-tickets-44526820920).

You can download a flyer for the event via the "Member Blogs" section on the CCLA site.

CCLA and ICF NYC Present Dr. Maltbia June 7th.pdf

Look to see many of you there!

Regards,

Maltbia

NOTE: visit conference website for updates:

http://columbiacoachingconference.org/

We are excited to provide information about the next Global Gathering of Coach Scholars and Practitioners | Save-the-Dates: October 17 - 19, 2018 | Columbia University Campus | City of New York, U.S.A. Our Conference Theme for 2018 is "Systemic Coaching: Whole-Person | Whole Organization Engagement," which is intended to expand the exploration from our 2014 and 2016 events.

Check out short promotional clip: https://vimeo.com/244137627

NOTE: After viewing the short 2018 conference promotion, you can view sample keynotes, and a few concurrent sessions from our 2016 event!

Check-out 3 pages for useful information about the 2018 conference:

1. Call-for-Proposals - 2018 Conference (download "guidelines" document and more);
2. Submit Proposals Here (guidelines for submissions with link)
3. Call-for-Volunteers - Learn about to Get Involved in Making the 2018 Event a Successs

Call-to-Action

We encourage you to consider submitting a proposal, a significant amount of time during the conference focuses on "peer learning" via concurrent sessions. Use the link below to access the "call-for-proposals" page and download the document with detailed guidelines:

http://cclacolumbia.org/call-for-proposals-2018/call-for-proposals-2018-conference

Stay Turned For

• Guidelines for actually submitting proposals once complete
• Various Volunteer Opportunities and Pre-Conference Events

Regards,

Maltbia

Last week I had the pleasure of Co-Directing the "Leveraging Neuroscience to Power Organizational and Individual Performance," a program delivered by The Columbia Business School's Executive Education Division. This was our 5th conduct of the program since the launch over 2 years ago in 2016!

The timing was perfect as this week, I'll be laser-focused on materials development to leverage insights that emerged from the Columbia Coaching Certification Program 2.0 Redesign Team. Specifically, while listening to "expert" presentations from Columbia University Professors, I was able to make connecting to professional coaching related to:

• Emotional Health via Professor Ochsner's excellent talk;
• Brain-Based Stress Management Strategies during Professor Akinda's practical session;
• Connecting the influence of fixed and growth mindsets to coaching as Professor Grant-Halvorson's amazing session;
• Linking values and coaching as Dr. Yoshie Tomozumi shared insights from recent research; and
• Hearing Professor Higgins outline two core motivational systems that drive performance: (1) Prevention and Promotion | (2) Locomotion and Assessment.

I'm fortunate to work in a place where knowledge generation and ongoing learning is part of Columbia University's DNA.

Maltbia

CALLING ALL COACH TRAINERS, EDUCATORS AND/OR PROFESSIONAL COACHES!

PURPOSE:

Calling in Power & Culture: Revolutionizing Coach Education is a provocative, two-day Summit focusing on the dynamics of power, privilege, rank and culture. We seek to create deeply equitable coach development programs, enabling everyone to show up whole: students, clients, faculty and staff. This action-oriented Summit is designed to challenge assumptions within individuals, relationships, institutions and the systems that inform them.

I've been working with an amazing group of seasoned professional coaches and coach educators to create an event focused on the exploration of the intersection of power, privilege, rank, and culture in the context of coach education and the work of professional coaches - an area that is NOT explicitly attended to by various professional coaching associations (e.g.,, ICF, IAC, WABC, etc.), yet in today's world increasingly characterized by diversity and globalization, this is a MAJOR omission.

A requirement for successfully completing Columbia University's Coaching Certification Program is conducting a coach-specific research project. Across our 18 cohorts, there are been many focused on various aspects of coaching across cultures, diversity, cultural competence, global leadership, and inclusion - demonstrating both the high level of interests and importance of this topic. The summit will be a great opportunity to connect with others who share your passion. The summit is a space for calling to question and challenge our own deeply held assumptions, beliefs, and related biases that can get in the way of creating and sustaining climates of equity in coach education and culturally sensitive professional coaching engagements.

The Summit is planned for September 16 - 17, 2017 in Toronto, Canada! I'm going! Are you? Use the link below for registration details - act soon to be a part of this exciting event:

https://callinginpowerandculture.eventbrite.com

Hello,

33 candidates successfully completed the ACI segment of The Columbia Coaching Certification Program July 23 - 28, 2017! Now for the fun work of posting all required certification documents during the 60 day posting period.

Members of Cohort can use this space to share resources and observations, raise questions, and generally stay in community with one and other.

Regards,

Maltbia

Greetings,

This is an invitation to participant in an upcoming “Afternoon of Executive and Organizational Coaching” as part of the Advanced Coach Intensive (ACI) segment of Columbia University’s coaching program. In reading the member profiles, we noticed a number of the "friends of the program," have expressed in the program. Serving as a client is an excellent way to learn more about the program, by: (1) being coached by some of our candidates; (2) interacting between sessions with other participants and the program's director; and (3) meeting some of our program faculty. Continue to read more below for additional information.

Alumni, faculty, and examiners associated with the Columbia Coaching Program, 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.

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/ysB67kToTImZl3Qr2

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 July 27th, please complete the form by no later than Thursday July 13th.

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 July 27th 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.

Regards,

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 17 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.

Curriculum

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).

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!

Regards,

Maltbia

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.

Regards,

Maltbia

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

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:

http://cclacolumbia.org/blog-post/coaching-opportunity-for-graduates-of-columbia-coaching-program-t

http://cclacolumbia.org/blog-post/time-sensitive-coaching-opportunity-for-graduates-of-columbia-coa

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

Hello,

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!

Context

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.

Content

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.

Regards,

Maltbia and Dauk

_____________________

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

Leadership%20External%20Coaching%20Brief_TEM_SD.pdf

CCLA_Coaching_Services_Bio_Template.doc

CCLA%20Coaching%20Services%20Bio_Sharon%20Dauk.pdf

Hello,

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:

www.choice.online.com

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: 

choice_V14N1_issue-feature-Terrence-Maltbia.pdf

Call-to-Action

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!

Regards,

Maltbia

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).     ]

Call-to-Action

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). 

Regards,

Maltbia

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):

http://www.marketplace.org/2016/02/25/world/business-coaching-business-booming

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

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.

Regards,

Maltbia

____________

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:

http://www8.gsb.columbia.edu/execed/program-pages/details/1026/POIP

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

http://www8.gsb.columbia.edu/execed/resource/poip-maltbia

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!

Regards,

Maltbia

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:

http://www.teamcoachingzone.com/

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:

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.

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!"

Regards,

Maltbia

ICFprogram_FINAL.pdf

NOTE: Updated 9.2.2015

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

2014BuildingACoachingCultureReport.pdf