ABOUT PCTP

About Professional Coach Training Program (PCTP)

“Over 40 years ago, no one talked about executive coaching. Twenty years ago, coaching was mainly directed at talented but abrasive executives who were likely to be fired if something didn’t change. Today, coaching is a popular and potent solution for ensuring top performance from an organization’s most critical talent. Almost half the coaches surveyed in a Harvard Business Review (HBR) study reported that they are hired primarily to work with executives on the positive side of coaching – developing high-potential talent and facilitating a transition in or up. Many leaders said that they are mostly being called in to act as a sounding board on organizational dynamics or strategic matters. Relatively few coaches said that organizations mostly hire them to address derailing behavior. Hence your role as an Executive Coach is a strategic one which will impact and influence the sustainability of an organization by developing its future leaders who will drive their organizations to success.”

Diane Coutu and Carol Kauffman,
What Can Coaches Do for You?, Harvard Business Review (HBR), January 2009

Introduction

The “Professional Coach Training Program” (PCTP) consists of 3 Phases which illustrates that the development of a Coach is a journey and not a destination or with a specific duration of time. In between the Phases, participants will be involved in “Peer-to-Peer Coaching” and support one another through a Community of Practice (CoP) of Coaches.

In this highly intensive and experiential training program, participants will be provided with a comprehensive and holistic approach to developing their professional coaching competency based on insights from quantitative research and best practices. From these best practices and their own coaching challenges, they will learn and experience the core elements effective professional coaches need to embrace, demonstrate and embody, as they coach their clients (coachees) to success.

As part of the Pre-Workshop Preparation, the participants will be asked to review a set of Readings related to the theme of Leadership or Managerial Coaching at the workplace.

The Six (6) Day PCTP series of workshop will be delivered in 3 Phases as follow:

• Phase I – 2 Day (Managerial Coaching Skills Workshop)
• Phase II – 2 Day (Advanced Coaching Skills) (to be held 3 months from completion of Phase 1)
• Phase III – 2 Day (Assessment of Coaches) (to be held 3 months from completion of Phase 2)

Participants spend more than 75% of their time in the workshop session practicing and applying concepts taught in the Program and developing the skills and competencies required as an Executive Coach or Managerial/Corporate Coach.

Workbooks are provided for each participant, which are used throughout the Program and for personal reflection after the sessions.

Certification by the International Professional Managers Association (IPMA UK)

The PCTP is certified by the International Professional Managers Association (IPMA), an International Examining, Licensing and Regulatory Professional body formed for the purpose of providing practicing managers with the opportunity to participate and to be part of the process of improving managerial performance and effectiveness in all areas of business, industry and public administration.

Participants who have successfully completed the PCTP will be eligible to obtain direct entry IPMA Post Experience Qualifying Programme (PEQP) which is designed to enable participants to improve their competence and skills to improve their performance for their organizations.

Graduates of the PEQP may elect to further their studies to attain a Master of Business Administration (MBA) degree. Entry to various Universities MBA programs is at their discretion. However, with IPMA close relationship with the IPE Management School Paris, the PEQP has been accepted as direct entry to their MBA program of studies.

Successful graduates of the PEQP will be granted membership subject to relevant work and executive responsibilities. Membership is an acknowledgment of their status and underscores that ability to be a high performing manager for their organization.

Accreditation by the International Coaching Federation (ICF) for Coach Training Program in Partnership with Coaching Lighthouse

As an alternative to the PCTP, we are pleased to partner with Coaching Lighthouse to provide ICF accredited coach training programs for managers and leaders to foster people development, engagement and high performance at all levels.

The modular design of the programs ensure that all in-house training program from the basic to the advanced is part of the ICF Accredited Coach Training Program: ‘Artistry of Coaching’ and provide a progressive pathway to ICF Associate Certified Coach/Professional Certified Coach credentials.

Based in Bangalore, India, Coaching Lighthouse’s esteemed client organizations includes Deloitte, SAP, Johnson & Johnson, Philips, Sun Pharma, Asian Paints, JK Group, and World Bank.

For further information on the PCTP Programme, please email us at enquiry@cee-global.com.

Being a Professional Executive Coach or Managerial/Corporate Coach

“In the seventeenth century, the French statesman Cardinal Richelieu relied heavily on the advice of Father François Leclerc du Tremblay, known as France’s éminence grise for his grey monk’s habit. Like the famous cardinal, today’s business leaders have their grey eminences. But these advisers aren’t monks bound by a vow of poverty. They’re usually called executive coaches and they can earn up to US$3,500 an hour.”

Diane Coutu and Carol Kauffman

What Can Coaches Do For You?

Harvard Business Review, January 2009 Issue

To understand what they do to merit that money, Harvard Business Review (HBR) conducted a survey of 140 leading coaches and invited five experts to comment on the findings. It seems that the commentators have conflicting views about where the field is going—and ought to go—reflecting the contradictions that surfaced among the respondents. Commentators and coaches alike felt that the bar needs to be raised in various areas for the industry to mature, but there was no consensus on how that could be done. They did generally agree, however, that the reasons companies engage coaches have changed. Around 10-20 years ago, most companies engaged a coach to help fix toxic behaviour at the top. Today, most coaching is about developing the capabilities of high-potential performers. As a result of this broader mission, there’s a lot more fuzziness around such issues as how coaches define the scope of engagements, how they measure and report on progress, and the credentials a company should use to select a coach.

Executive coaching is a major growth industry. Over 20,000 coaches work for businesses today, up from 2,000 in 1996. And that figure is expected to exceed 50,000 in the next 5-10 years. According to the same HBR Article, Executive Coaching is also highly profitable; employers are now willing to pay fees ranging from U$1,500 to U$15,000 a day. That’s a lot more than any psychotherapist could even dream of charging. Why are companies willing to pay so much more for their coaches?

The answer is simple: Executive coaches offer seemingly quick and easy solutions. CEOs often revealed that what they fear most about psychotherapy is not the cost in dollars but the cost in time. A coaching engagement typically lasts between 6 to 12 months. Psychotherapy, by contrast, is seen as a long-term treatment; people joke that it takes 6 months for therapist and patient just to say hello and be acquainted with each other. What’s more, therapy requires a greater time commitment than the standard 50-minute sessions; it also involves travel to and from the therapist’s office, taking, even more, time away from work.

The Leader as a Coach

Testimonials

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