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Ideas for Leaders Merryn Rutledge, Ed. D, GPCC, ACC
Board Certified Coach • Principal, ReVisions LLC
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Why Certifications Matter 

I admit it, I'm a convert! Coaches with certifications have studied coaching as a discipline, worked with mentor coaches, and coached for many hours. To maintain certification, we must continue to work with mentors, take course and, as always, follow strict ethical guidelines.

In addition, Gestalt Professional Certified Coaches (GPCC) distinguish ourselves by discovery-based coaching. That is, our emphasis on developing awareness—our own and our clients’—complements more conventional approaches I learned in order to be a Board Certified Coach and to be credentialed by the International Coaching Federation.

Continuous Learning

I received a third coaching certification this summer: International Coaching Federation Associate Accredited Coach. I return to the Gestalt Institute of Cleveland this year for an intensive program in embodied coaching. I will learn more about using body awareness to help you learn and change.

Leadership Habits

If “you’re the boss, but you still spend too much time on the day-to-day…” read 6 Habits of True Strategic Thinkers. Do you have all six habits?

COACHING AND MEASURABLE RESULTS

Measurable results are often seen as the sine qua non of all aspects of business. In my business, we often think of results in terms of Return on Investment (ROI). I can understand demands to prove ROI, even as I tend to push back when people narrowly define what to measure and how. Recently, I pushed back when a CEO I was working with focused on financial return even when thinking about “investing” in his people.

Related to the way we see business results is the common characterization of skills as “hard” and “soft.” This description makes “soft” skills sound squishy, fluffy, and not essential. Yet in interviews I did for a manufacturing company this summer, employees were crystal clear about behaviors that both the CEO and Director of Operations use in order to lead effectively. Employees were equally clear about the results of effective leadership: they work hard, constantly improve products and teamwork, and definitely want to continue to work there. As I see it, there is nothing “soft” either about effective leadership or the results.

How do we think about the results of coaching, which deals with both skill development and, as I practice it, transformation. Skill development can be difficult to measure, which is probably why it is (wrongly) characterized as "soft." And transformation? Wow—even more difficult to measure. Or is it?

Studies of coaching ROI can tell us about improvements in skill sets. For example, one study of the results of providing coaching to Executive Directors showed statistically significant improvements in these areas:
• The ability to communicate well with staff and board.
• Clarity of leaders’ vision for the organization, “as well as staff and Board alignment with the mission.”
• The leaders’ experience of work as challenging in a positive way.
• Reducing stress and burnout. (Compasspoint, 2003)

Now think about how you know when transformation happens. Think of someone who helped you make a significant discovery about yourself and your potential. Here is an example: Steve Jobs was a goof-off until a teacher showed genuine curiosity about him, watched how he learned, experimented with activities that motivated him, and believed in him from beginning to end. Jobs quickly learned to love school and became a voracious learner. (Isaacson, 2011).

Who helped you grow by believing in you, paying close attention, showing insight into what makes you the best you can be, and helping you find and practice ways to LIVE that at work? How did you respond? What changed in you? Imagine such a person walking beside you as a coach.

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Copyright (c) 2012 Dr. Merryn Rutledge.
Early Fall 2012 • Volume 15 • Number 4

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ReVisions LLC coaching leaders & consulting for organizational change

Dr. Merryn Rutledge, Principal
ReVisions LLC 233 Van Patten Parkway Burlington, Vermont 05408

Ph.: (802) 863-7084
Fax: (802) 860-7183
mr@revisions.org
http://www.revisions.org

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