Research Paper: Coaching Retreats For Individuals - Effective Coaching Venue For Positive Change?

Research Paper Assessment Name: LESLIE COUCH Date: 7/28/2012 Student ID: Email: lesliemaui@gmail.
com
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COACHING RETREATS FOR INDIVIDUALS Effective Coaching Venue for Positive Change?
Leslie Couch CPCP Research Paper July 28, 2012
COACHING RETREATS Effective Coaching Venue for Positive Change?
Table of Contents
1. 2. 3. 4. 5. 6. 7.
Introduction4 What is Coaching?.........................................................5 The Coaching Process6 Group Coaching versus Individual Coaching 8 Group Coaching in a Retreat Setting..10 Conclusion...11 References..13
INTRODUCTION The intent of this paper is to explore the retreat setting as an effective venue for individual coaching. The focus here is not on the actual location of the coaching. Clients and coaches come together successfully in a variety of ways such as private offices, business or class meeting rooms, or virtually (i.e. telephone, or web-based communication). Each of these venues allows for an unlimited amount of coaching sessions. Retreats by their nature, however, compact the amount of time spent in the coaching environment, decreasing the length of exposure to coach and client while increasing the intensity of the sessions themselves. The question is whether this short, intense duration negatively or positively affects the individuals ability to achieve a meaningful and long lasting coaching experience. When defining the intent and purpose of coaching, two basic premises emerge: 1) that it is an ongoing relationship between coach and client, and 2) that the clients participation is a key element in the coaching process. In other words, coaching is partnership-oriented and client-directed. Coaching engagements vary greatly from a few periodic sessions to many sessions spanning a year or more depending on the nature of the coaching and the need of the client. Although the length of time varies, it is widely accepted that positive results generally do not happen overnight or within one session with the client. Since sessions are periodic and multiple in nature, much of the positive change for a client occurs when the client applies new thought and behavior methods to the clients activities outside of the coaching environment. How
effective, then, can a retreat lasting a few days be in helping the client achieve their goals and create positive, long lasting change? During the research process, it was discovered that there is ample support for the success of corporate and executive retreats, but no data was readily available on the efficacy of retreats for individuals in achieving their expectations of successful coaching. In order to draw a conclusion then, this paper examines the concepts of coaching, the coaching process, the group versus the individual coaching approach, and coaching in the retreat environment to determine whether retreats may be an effective component of the coaching process.
WHAT IS COACHING? In order to discern whether retreats are effective coaching venues, it is first necessary to understand the concept and purpose of coaching. Since coaching is still considered a new profession, and therefore not regulated, the industry has taken it upon itself to self-regulate through professional organizations that set competency guidelines and ethical standards for both trainers and coaches. For this paper, the definitive organization used to understand the coaching profession is the International Coach Federation, or ICF (www.coachfederation.com). The International Coaching Federation defines coaching as an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives. (www.coachfederation.com/find-a-coach/what-is-coaching). To further illustrate a common theme in clarifying what coaching is all about, another professional coaching organization, the International Institute of
Coaching is cited here as well. The IIC states that Professional coaches build an on-going relationship using effective coaching skills to produce fulfilling results in all areas of the client's life in which the client wishes to make improvements. (internationalinstituteofcoaching.org/coaching_definition.php). The commonality in these definitions is that in order to be considered coaching, the relationship between client and coach must be ongoing, client directed, and results oriented toward personal fulfillment and improvement. Now that the concept and purpose of coaching has been established, what methods and practices are used to achieve this, and can it be adapted to the brief, intense duration of a retreat?
THE COACHING PROCESS Research shows that variations on the coaching process and coaching models are as numerous as coaching specialties. Fortunately, the ICF has developed a set of core competencies which can be used as a widely accepted framework for managing the coaching process. The eleven core competencies support ICFs definition of the coachs responsibility, which is: Discover, clarify, and align with what the client wants to achieve; Encourage client self-discovery; Elicit client-generated solutions and strategies, and Hold the client responsible and accountable.
This is essentially the four step process in a coaching relationship. An effective coach, then, incorporates the competencies into each process to help the client achieve results: Beginning the coaching relationship on a professional and ethical level by adhering to guidelines and standards, and Establishing a clear agreement with the client about the relationship. Active listening, powerful questioning, and direct communication to clarify the clients goals, and to support Creating client awareness for facilitating the clients self-discovery. Designing actions with the client that promote learning opportunities for growth including brainstorming and coaching tools. Assisting the client in planning and goal setting both for coaching and for achievement of the clients goals. Providing methods to measure progress and holding the client accountable for that progress or lack of. It is clear that this coaching process can be easily incorporated into the physical venues mentioned in the introduction above, and even adapted to the virtual venues. It is also clear that the process is meant to be undertaken over a period of time to allow the client time to discover, grow, plan, set goals, and implement changes outside of the coaching environment. One more coaching aspect should be explored before drawing a conclusion. The ICF coaching process is based on one-on-one coaching.
Retreats, on the other hand, are generally held for groups of individuals. How does the coaching process outlined above function in a group environment?
GROUP VERSUS INDIVIDUAL COACHING Group coaching is a relatively new subcategory in the coaching profession. As such, no standards or guidelines were found like those available on individual coaching. Comparative research for this paper was limited to publications by three leading coaches with extensive experience in the subcategory. Master Certified Coach Ginger Cockerham defines group coaching as a facilitated group process led by a skilled professional coach and created with the intention of maximizing the combined energy, experience, and wisdom of individuals who choose to join in order to achieve organizational objectives or individual goals1. In other words, group coaching uses the enhancement of group dynamics to help individuals achieve their goals and the coach facilitates this process. Christine Thornton sees group coaching as a small group of people meeting together in active participation on several occasions, for the purpose of learning, including developing new capacities and skills. Participants learn through exchange and interaction with each other. Her focus also highlights the positive aspects of a group in serving each client. It is noted she mentions a time frame of several occasions. 2
Jennifer Britton, MES, CTP, CPCC holds a similar concept of group coaching as the other two coaches: Group coachinga small-group process throughout which there is the application of coaching principles for the purposes of personal or professional development, the achievement of goals, or greater self-awareness, along thematic or non-thematic lines. She further elaborates that group coaching also includes facilitation and training skills. Grounded in coaching processes and skills, group coaching utilizes core coaching skills and competencies, while adapting skills and approaches from facilitation and training.3 Britton developed a Continuum of Group Processes which ranges from training, to facilitation to pure group coaching. Her contention is that group coaching will fit somewhere on the continuum, combining all three skills in the process. She emphasizes that where the group falls will depend on the mix of the clients, underscoring that groups are client directed. Group coaching, then, is similar to individual coaching because the process is client-focused and client-driven. Core competencies can and should be practiced in the group setting just as with one-on-one coaching sessions. However, groups add a peer dynamic that enhances the coaching experience for each individual. Group coaching also differs from individual coaching in requiring coaches to develop additional skills to help facilitate the group process. Each coach presented her own version of a successful group coaching process. Rather than list each coachs process details, the common elements are highlighted below:
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Limiting the group size to a maximum of 7-8 clients. Less reduces the group dynamics and more reduces the coachs capacity to give individual coaching attention. Identifying a clear mission or theme for the group while still maintaining individual goals within that theme to generate cohesiveness. Creating a safe space for the group through a pledge of confidentiality to allow individuals the opportunities to expand and learn. Offering opportunities for conversation and collaboration so clients can experience the positive group dynamics. While drawing on facilitation skills to keep the group moving, emphasize coaching first, to the group as well as to the individuals. Conducting the coaching sessions using the ICF core competencies, especially active listening and powerful questions. Offering opportunities for accountability to the clients peers as well as the coach. Providing closure for the group when the group disbands.
GROUP COACHING IN A RETREAT SETTING One coach addressed the retreat environment in relation to group coaching. Jennifer Britton commented as follows: there is often a fuzzy dividing line between workshops, retreats, and group coaching. Components of all three can be present in a program and labeled with any of these three titles.
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The title used often depends on your audience and what label is most important to them. Some of the similarities between the approaches are: workshops, retreats, and group coaching programs all can be offered in an intensive half-day, one-day, or longer format; and all draw on group facilitation, skills, and often experiential principles. It is possible to bring a group coaching approach to workshops or retreats.4
CONCLUSION After exploring general coaching theory, practices, and methods of delivery including individual and group coaching, it can be concluded that retreats can play a valuable role in jump-starting a meaningful coaching relationship as long as there is sufficient accountability and follow-up to ensure success. Retreats generally take place in a relaxed environment separate from the workplace or residence where participants can focus completely on the agenda. Although the retreat may be limited to a few days, each day allows for multiple coaching sessions. When reviewing the elements of successful group coaching, retreats can accommodate most of them. Participants can be carefully chosen to control the size of the retreat group and ensure the individuals share a common theme. A good location can enhance the feeling of a safe space to instill trust and openness. The balance of the success elements will be brought to the retreat by the coach. The area of concern is accountability. Since coaching is a process, the isolated location and short period of time between coaching sessions is not
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conducive for clients to test their behavior changes, plans, and goals in their daily work/home environment. It is recommended that follow-up sessions, either on an individual or group basis, be conducted for an agreed-upon period of time after the retreat to facilitate permanent change. In summary, effective coaching is an ongoing partnership between the coach and the client that focuses on the individual. The purpose of the partnership is to support positive and fulfilling changes in the clients professional and personal life. Coaching can take place on a one-to-one basis or in a group setting. Both allow for the coach to use the core competencies for professional, effective coaching. Group coaching offers an added dynamic of client to client interaction as well as coach to client interaction. Group coaching can be done in a variety of venues that support group success as outlined earlier, and retreats should not be overlooked as a place to allow participants the opportunity to fully concentrate on self awareness, goal setting and forming an action plan in a shorter time period. To maximize effectiveness, however, a key component is follow-up either in group coaching sessions or on an individual basis with the coach for a period of time after the retreat to support change.
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REFERENCES
14
Cockerham, G. (2011). Group Coaching A Comprehensive Blueprint (Chap 1) Bloomington IN: iUniverse Kindle
Edition
2
Thornton, Christine (2010-04-03). Group and Team Coaching: The Essential Guide (Essential Coaching Skills
and Knowledge) (p. 9). Taylor & Francis. Kindle Edition.

3
Britton, J. (2010). Effective Group Coaching: Tried and Tested Tools and Resources for Optimum Group
Coaching Results (Chap 1) Mississauga Canada: John Wiley & Sons Canada Ltd. Kindle Edition
4
Ibid. (Kindle Edition, location 696)

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Research Paper Assessment Name: LESLIE COUCH Date: 7/28/2012 Student ID: Email: lesliemaui@gmail.

Leslie Couch CPCP Research Paper July 28, 2012

COACHING RETREATS Effective Coaching Venue for Positive Change?

and Knowledge) (p. 9). Taylor & Francis. Kindle Edition.

Ibid. (Kindle Edition, location 696)

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