Bill Bergquist and Bill Carrier
Goodwin Watson once wrote about the ingredients needed for effective, lasting change. He identified three domains in which change can take place. One domain is structure, with the second domain being process and the third domain being attitude/culture. Eventually, all three domains need to be engaged if change is to be sustained.
We suggest that the same three domains apply when considering the stewardship of any professional or field of human service. The two of us are particularly interested in the emerging profession of coaching. With some of our colleagues we have sought to “steward” this profession in several ways over the past decade.
Many of these ways relate to what Watson would identify as Structure-based approaches to stewardship. Here is a summary of what Watson identifies as the structural domain:
Structure is all of those organizationally defined parameters and connections within and through which persons and processes in an organization carry out the purpose of the organization. It is the formal and dynamic architecture defined by the organization within which the mission of the organization is carried out.
This magazine (Future of Coaching) represents one of these structure-based endeavors, as does the Library of Professional Coaching in which the Future of Coaching is housed. We would identify these sources of digital publications as structural changes. During this past year, a structure-oriented mode of stewardship was introduced by a small group of coaches (including the two of us). This was the initiation of an in-person and virtual meeting to which seasoned executive coaches were invited. Called the New Executive Coaching Summit (NECS), this initiative exemplified what we identify as the four key ingredients of effective stewardship: convening, communicating, clarifying, and creating consensus. NECS also showed how a disciplined and sustained follow-up engagement can be designed and implemented—to ensure the ongoing personal investment of stewards in a vision that can be realized.
Create
Three publishers of professional coaching articles, William Bergquist and Suzi Pomerantz of the Library of Professional Coaching (LPC) and Garry Schleifer of choice magazine met to reflect on the value of the Executive Coaching Summit that ran during the first decade of the 21st Century. They wondered if it might be time to re-create (with some modifications) the spirit and processes of these early summits. A new executive coaching summit might be particularly timely (and particularly challenging) given the impact of COVID-19 on our entire society. What would such a summit look like and how could a new executive coaching summit (NECS) be created?
Those who initially envisioned NECS spoke about the need for a generative dialogue–rather than a debate, discussion or definition. The field does not need, at this time, polarizing sessions regarding what is the best coaching strategy or yet another attempt to define (and capture) the elusive process called “masterful coaching.” Extended dialogue is needed — not short-clipped sessions (as began to take place as the original summits). The sessions of NECS should be structured to do something more than and something other than demonstrating the cleverness of a specific facilitation design.
Consideration was also given to a NECS that incorporated Evidence-based dialogue (use of data from Survey Monkeys). Animated dialogue was also envisioned—with the provision in some sessions of intriguing, “edgy” topics that are often the “elephants” in the room and that reflect diverse, cross-cultural perspective.
Here is the final description that was created for the NECS:
The New Executive Coaching Summit (NECS) is related to stewardship of the field of professional coaching (and specifically the coaching of executives in organizational settings). NECS is an intimate, evidence-based, invitation-only conversation with experienced coaches to both reflect on the past 25 years of coaching and forecast the next 25 years of the industry. Preceded by a series of surveys regarding executive coaching and followed by multiple publications, NECS is a highly productive and consequential forum for stewardship of the professional coaching field (as were the initial Executive Coaching Summits). Those attending the NECS influence one another and bring their own new ideas and perspectives to the clients they serve as well as the other professional coaches with whom they interact (and whom they often mentor as senior practitioners in the field).
Because the new executive coaching summit was to take place in the midst of COVID-19, a virtual (digitally-mediated) version of this summit (V-NECS) was also described:
The Virtual New Executive Coaching Summit provides information regarding the ideas generated and perspective shared at the NECS, as well as providing a forum for sharing of ideas and perspectives among those attending the V-NECS as well as those attending NECS. As with the NECS, the V=NECS is a highly productive and consequential forum for stewardship of the professional coaching field (as were the initial Executive Coaching Summits). Those attending the V-NECS influence one another as well as participants in the NECS. The virtual participants bring their own new ideas and perspectives to the clients they serve as well as the other professional coaches with whom they interact (and whom they often mentor as senior practitioners in the field).
With these two statements (and commitments) in place, the focus turned to recruiting participants and convening the new summit.
Convene
The first step in this stewardship engagement was to identify appropriate stakeholders who would be invited to this event. This was not to be a gathering to which everyone is invited. Rather it was to be a gathering (in-person and/or virtual) to which seasoned and thoughtful practitioners, as well as thought-leaders who are working specifically with executives and other leaders in mid-21st organizations. A list of 120 men and women who met these qualifications were invited.
Original NECS Invitation
Following is the main message delivered in the initial invitation that went out to this invitees:
It’s time to connect in person again! You are hereby invited to The New Executive Coaching Summit (NECS).
What is it? An intimate, evidence-based, invitation-only conversation with 50 exceptional colleagues to both reflect on the past 25 years of coaching and forecast the next 25 years of the industry. Preceded by a series of surveys regarding executive coaching and followed by multiple publications regarding insights generated at NECS, this will be a highly productive and consequential forum for the stewardship of our field (as were the initial Executive Coaching Summits).
When? Tuesday evening through Friday morning, April 26-29, 2022 (or if Covid makes us postpone, the back-up dates will be October 25-28, 2022 – we are determined to have it in person!) In the meantime, we will adhere to the Covid protocols of the day.
Where? Harpswell Inn Bed & Breakfast on Lookout Point in Harpswell, Maine—a scenic and historic inn located on the edge of the Atlantic Ocean in the heart of lobster country.
Why? To connect in person with a diverse group of brilliant professionals for extended, generative, evidence-based dialogue to create tangible, if not transformational outcomes and future actions to lead the next 25 years of Executive Coaching.
Further Clarification
After the initial invitation went out by emails, several of those who have been invited hesitated in registering because they were unclear about the purposes and desired outcomes of this summit. While they indicated that they would like to meet with and network with other accomplished coaches, this would not be enough—especially given the uncertainties of COVID and the demands in their own work schedule. The following follow-up invitation went out to all invitees:
It is clear to all three of us (Bill, Suzi, and Garry) that the NECS is not just a reunion and renewal of old acquaintances. It has a much more important purpose related to stewardship of the field of professional coaching (and specifically the coaching of executives in organizational settings). Unlike when the original Executive Coaching Summits (ECSs) were held, we now have venues for the distribution of important documents regarding the status and future of the field that are generated in conjunction with NECS.
Originating from the original ECSs, the Library of Professional Coaching (LPC) can publish proceedings from NECS and results from Survey Monkeys–as well as video recordings taken during the sessions and, in particular, the Zoom broadcast that will conclude the summit on Friday (April 29). LPC has already published the products of other summits and symposia – such as the article produced by participants in a symposium held in Istanbul, Turkey. This highly productive symposium was convened by the International Consortium for Coaching in Organizations (ICCO) (that originated like LPC from an early ECS). Here is a link to this often-accessed LPC document: https://libraryofprofessionalcoaching.com/applicationsuses/executive-coaching/coaching-high-potential-and-high-performance-clients/
LPC can not only publish individual articles but also produce compilations of documents—such as that found in The Future of Coaching. Topics such as coaching to the greater good, leadership development and coaching, coaching and certification, the history of coaching and the ethics of coaching have been or soon will be addressed in issues of The Future of Coaching. LPC also produces a yearly document, called Curated, that provides even more expansive compilation of essays and video recordings related to a specific professional coaching topic.
We anticipate that one of our future issues of The Future of Coaching and/or one of our annual Curated compilations to be published in LPC will be devoted to the outcomes of the NECS. Given that LPC has for many years been identified as one of the most important sources of information about professional coaching throughout the world, we can be assured that publications emanating from the NECS will received attention and will potentially influence the future direction of our field.
More immediately, those attending the NECS will influence one another and will bring their own new ideas and perspectives to the clients they serve as well as the other professional coaches with whom they interact (and whom they often mentor as senior practitioners in the field). Furthermore, those participating in the Friday Zoom call will be beneficiaries of the ideas generated and perspective shared at the NECS. Given that this Zoom session will be videotaped and placed (as a Vimeo document) in LPC, we can anticipate a quite broad and sustained impact of this Zoom session on the coaching community.
Put simply, the NECS is intended as an event that influences for the Greater Good. After all, isn’t this what stewardship is actually all about?
We hope you can join us for this wonderful event. Your participation will make a difference.
Bill, Suzi and Garry
This second email contained more information regarding the anticipated outcomes of the summit. It seems that this request for stewardship was more compelling if it contained some more detailed ideas regarding what might be produced by those attending the summit.
Communicate
Stewardship in all of its forms requires interpersonal connection and the sharing of perspectives and practices. People are talking about different things and sometimes about the same things differently The process of stewardship should lead to creation of a common language and generation of shared ideas.
Those who are convening this new executive coaching summit determined that this stewardship connection could best be done through the identification or several initial “convening” topics. They produced a digital survey to test out with all of the 120 invitees the importance of 12 potential topics for the summit. This first survey was done not only to identify key topics but also to increase the interest of invitees to attend the summit. We know from other stewardship initiatives that it is critical to build ownership for the process and its outcomes.
Through use of a digital survey (using Survey Monkey), the list of potential topics was sent to the invitees.: Three topics were identified: leadership development, change in organizational structures and dynamics, implications of neuroscience findings for executive coaching. The results of this survey were reported in an essay published in LPC. Just the perceives offered by senior executive coaches regarding important coach-related topics was of value. Stewardship of the field had begun with the sharing of this interesting information via a public forum such as LPC.
Clarify
Stewardship is created and sustained by continuing communication and interaction that is focused on the shaping of the ideas and distinctions that matter in the nourishment of the field being served.
In the case of NECS as a stewardship initiative, the continuing communication and interaction took place prior to the actual summit through the implementation of three additional digital surveys that focused on the three identified topics.
Leadership Development
The first survey concerned leadership development. This survey was distributed in January of 2022 to all of the 120 invitees. It was completed by 35 executive coaches. After the results were analyzed, a summary report was sent to all of the invitees. Following are the primary findings:
Executive Coaching must play a central role in the development of leadership
Coupled with training
Valuable at any age
When engaged by CEO can serve as model for other members of the C-Suite
Critical as part of any corrective action
6 month program (Marshall Goldsmith)
360 degree process as part of coaching initiative
A key ingredient in any “agility” initiatives
Best engaged from an appreciative perspective (build on strengths)
Leadership development must be conducted from a systemic perspective
Work at 3 levels: organizational structure/organizational processes/organization culture (Goodwin Watson)
Important for leaders-in-training to gain a broad perspective on organizational operations (e.g. job rotation)
There are diverse perspectives regarding leadership development in certain areas
Working with “High Potentials”
Working with solid employee with personal problems
Wiz-kids without human interaction experiences (not education)
Succession planning (new CEO)
What are Implications for Field of Executive Coaching?
Marketing: what is message to be delivered?
What are the skills/knowledge needed to be an effective executive coach?
How do we best sort out/identify the best practices to engage in areas that are confusing/contradictory/complex?
Subsequently, all of those registered for NECS were provided with an opportunity to meet via Zoom for a discussion of the early research findings from this survey regarding leadership development. Sixteen of the registered participants gathered by zoom to discuss these findings. Dr. Bill Bergquist highlighted the survey results and encouraged participants to explore implications for the field of executive coaching. Following is a summary of the findings from this zoom meeting:
Theme: Executive coaching and leadership development
Main question: Do we need to change our approach to leadership–its development and the ways in which we coach leaders (current and potential) as a result of shifts in the nature and challenges of the 21stCentury workplace around the world?
Several themes that emerged from the conversation that followed presentation of power point slides:
Leadership development in the early mid-21st Century should address the fundamental issue of leading in the midst of diversity and globalization.
This issue clearly requires the guidance, support and encouragement of executive coaching.
All other issues regarding leadership development need to be engaged from the perspective of diversity (including inclusion and understanding of divergent perspectives and practices)
An appreciative perspective is of value in helping leaders identify moments when they have effectively supported diversity in their own work and identify the positive outcomes associated with this effective support. “Catch them when they’re doing it right.”
Organizational Change Findings
A new survey was prepared that focused on the second of the important themes identified in the initial survey. These theme concerns the many changes that have recently taken place in mid-21st Century organizations (in part as a result of COVID-19). This survey was sent out to the 120 summit invitees in February of 2022. In this instance, Results from the 36 respondents to this survey were analyzed. As in the case of the first survey, a summary report was prepared as a power point presentation and was sent to all 120 invitees. Following are the findings from this second survey:
General findings
• There were several impressive general messages being delivered by the respondents
• General Finding One: mid-21st Century leaders and their teams are confronting major organizational changes and must adjust their own pattern and style of individual and team leadership to these changes.
• General Finding Two: there is a definite impact of organizational changes on the perspectives and practices of executive coaching
• General Finding Three: the major organizational changes that were identified in this survey seem to be closely tied together. Each change impacts all the other changes. The challenges are “complex” and not just “complicated.”
• General Finding Four: executive coaches must themselves change their own perspectives and practices given the challenges facing their leadership and team clients.
Findings regarding changes in Organizational Structures
Structure: all of those organizationally defined parameters and connections within and through which people in an organization carry out the purpose of the organization. It is the formal and dynamic architecture defined by the organization within which the mission of the organization is carried out. Structures are readily identified and measured.
Permeable Boundaries
• The boundaries of organizations have become more permeable (we are not sure what is inside and what is outside an organization).
• Leader must shift: 63% of respondents agreed
• Team must shift: 51% of respondents agreed
• Executive coaches must shift: 42% of respondents agreed
Flatter Organizations
• Organizations have become flatter, with fewer levels of authority and supervision (the distance from the top of the organization to its bottom is now shorter).
• Leader must shift: 60% of respondents agreed
• Team must shift: 49% of respondents agreed
• Executive coaches must shift: 54% of respondents agreed
Temporary Units
• Organizations are now likely to create and engage many more temporary units that are assigned specific projects and are to accomplish specific outcomes—and are then dissolved.
• Leader must shift: 63% of respondents agreed
• Team must shift: 60% of respondents agreed
• Executive coaches must shift: 43% of respondents agreed
Change in Organizational Processes
Process: inclusive of functions and activities that are integral to achieving the results of an organization. It concerns the day-to-day interaction among those who work in and for the organization. Processes are often elusive and not readily identified or measured.
Emotional Intelligence
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the interpersonal relationships among members of the organization (a focus on “emotional intelligence”).
• Leader must shift: 71% of respondents agreed
• Team must shift: 40% of respondents agreed
• Executive coaches must shift: 37% of respondents agreed
Learning Organization
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the quality of and commitment to ongoing learning among members of the organization (creating a “learning organization”).
• Leader must shift: 63% of respondents agreed
• Team must shift: 49% of respondents agreed
• Executive coaches must shift: 49% of respondents agreed
Changes in Organizational Attitudes and Culture
Attitude/Culture: individual and collective mental and emotional landscape upon which decisions about the organization and its process are navigated. It concerns the foundational behavioral patterns of the organization, as well as the assumptions, beliefs, values and personal aspirations that animate and guide those engaged in the activities of the organization. Attitude (individual) and culture (collective) can’t be directed identified nor measured. They can only be inferred from indirect observations and measures.
Virtual Workplace
• There is greater recognition and acceptance of the virtual way(s) in which this institution now operates (the “workplace” is now often at home or housed in a digital device).
• Leader must shift: 76% of respondents agreed
• Team must shift: 50% of respondents agreed
• Executive coaches must shift: 38% of respondents agreed
Agility
• There is greater recognition and acceptance of the need for flexibility and agility in the way in which this institution now operates (those working in the organization must be more tolerant of volatility, uncertainty, complexity and ambiguity: VUCA).
• Leader must shift: 74% of respondents agreed
• Team must shift: 51% of respondents agreed
• Executive coaches must shift: 40% of respondents agreed
Transitions
• There is greater recognition and acceptance of the need for ongoing transitions in the way in which this institution operates (those working in the institution must be more willing to leave the old behind and embrace the new).
• Leader must shift: 74% of respondents agreed
• Team must shift: 57% of respondents agreed
• Executive coaches must shift: 51% of respondents agreed
Major Findings Regarding Leadership Functioning
• Increasing concern about interpersonal skills and emotional intelligence (process issue)
• All three of the attitude/culture changes are important
• Virtual workplace (the “virtual culture”)
• Agility and flexibility
• Managing transitions
Major Findings Regarding Team Functioning
• Increasing challenge of temporary teams and projects
• Managing transitions (stages of team development)
Major Findings Regarding Executive Coaching Perspectives and Practices
• Challenge of coaching about flattening of organizations (span analysis)
• Challenge of coaching about the management of transitions (Bill Bridges: living and leading in the neutral zone)
Challenging Perspective I
The changes identified in this survey are not new. They have been taking place in many organizations for many years. [Response: yes, they have been taking place for many years—but have been accelerating during the past couple of years as a result of COVID-19, as well as communication-based technological breakthroughs and the accelerating globalization of many businesses.]
Challenging Perspective II
Many of the concepts underlying these descriptions of organizational change (such as VUCA) are not new and have often been overused or mis-interpreted. [Response: these concepts might not be new, but they are still quite relevant – and often have been updated (as is the case with “VUCA-Plus”]
Implications of Neuroscience Findings
The final survey provided an assessment of the third major NECS theme: what is the impact that recent findings from the neurosciences have on executive coaching perspectives and practices? Conducted in March of 2022, this survey was distributed to those registered in the in-person or virtual summits. It yielded results from the 29 respondents. These results were reported, like results from the second survey, via a set of power points that were presented by William Bergquist and recorded on Zoom (and transferred to Vimeo). Following are the major findings from this survey:
More than 70% positive response rate.
* [The neuroscience findings] suggest that executive coaches should devote more attention to the potential distortions in their own perceptions of their client’s reality and the potential reasons for these distortions (biases).
60-69% positive response rate
* Suggest that executive coaches should devote more attention in their coaching to Stress Management.
* Suggest that executive coaches should focus on the framing of questions rather than offering of answers (“the questions are often more important than the answers”).
* Suggest that executive coaches should devote more attention in their own motivations and patterns of behavior as a coach—what “lights up” inside themselves and in the clients they serve.
* Suggest that executive coaches should become more knowledgeable about “emotional intelligence” and bring concepts from this field into their coaching sessions.
* Suggest that executive coaches should devote more attention in their coaching to the unique strengths of their clients and to areas/functions that are not being used (and perhaps should be more frequently used) by their clients.
* Suggest that executive coaches should remain optimistic about the potential for their clients to make significant progress in their improvement of important skills.
* Suggest that executive coaches should devote more attention in their coaching to the potential distortions in the perceptional of reality in their clients and the potential reasons for these distortions (biases).
* Suggest that executive coaches should focus at times on their client’s images of potential future selves. How do their clients anticipate their sense of self shifting in the future and what might bring about this shift?
50-59% positive response rate
* Suggest that executive coaches should promote mindfulness and meditation practices among their clients.
* Suggest that executive coaches should be reading more about stress (for example, Robert Sapolsky’s Why Zebras Don’t Get Ulcers) and bring resulting insights into their coaching sessions.
* Suggest that executive coaches should devote more attention in their coaching to Decision-Making processes and attention to risk-related addictive behavior in their client.
* Suggest that executive coaches should read more about behavioral economics (such as work of Daniel Kahneman) and the psychology of decision-making and risk and bring the resulting insights into their coaching sessions.
* Suggest that executive coaches should become more knowledgeable about a biopsychosocial perspective on risk-taking behavior—enabling the coach to explore the biological, psychological and sociological elements of risky behavior in their own life and work, as well as that of their clients.
* Suggest that executive coaches should frequently return to a review of fundamental principles in the field of executive coaching regarding advice giving.
* Suggest that executive coaches should always follow any advice that they give with inquiry—encouraging their clients to explore both the strengths and weaknesses of the advice that is given.
* Suggest that executive coaches should increase their sensitivity to ways in which their own personal desire for bonding and nurturing are influencing their own work as a coach.
* Suggest that executive coaches should read about neuro-social biology (such as found in Robert Sapolsky’s Behavior) and apply insights from this work in their coaching sessions.
* Suggest that executive coaches should devote more attention in their coaching to the somatic (bodily) experiences of their client: how are they “feeling”, where does this “feeling” come from in their body, and what is the impact of this feeling.
Create Consensus
Having generated ideas and directions that matter, the process of stewardship moves towards group commitment of a shared future.
This step in the stewardship process took place in convening the in-person and virtual summits. While these meetings were not intended to bring about full consensus regarding future directions for the field of executive coaching, they were held in order to gain at least a shared perspective regarding the directions in which executive coaching is now headed and where it should be headed in the near future. The NECS sessions were also designed so that new ideas would emerge along with continuing refinement of the three primary themes that were surveyed prior to the summit meeting.
Design
First engaged by Harrison Owens, a visionary facilitator, the open space design (often referred to as a “technology”) offers an alternative to the traditional preplanned meeting. Participants in an open design meeting are invited (even encouraged) to identify topics and concerns while in actual attendance at the meeting (rather than ahead of time). The spirit of spontaneity and synergy reign supreme. The concept of self-organization which has emerged in the study of complex and chaotic systems is applicable in the design and dynamics of an open space.
The ”structure” of an open space meetings consists of an initial presentation by the facilitators of a set of rules governing the open space process. A set of topics are then identified that will be addressed in small groups (that participants can move through depending on their shifting interests and the evolving topic(s) being addressed by each group. Finally, a debriefing and summarizing session is held at the end of each open space session (or at the end of each day) and at the end of the open space meeting, A summary document is prepared that captures the outcomes of this meeting (often making use of flip chart records and power point or digitally conveyed small group summaries).
Obviously, the outcomes of an open space meeting can not be predicted ahead of time. Rather, this meeting should be considered a “living” entity that creates unanticipated insights and action plans. This is an “emergent” process that often yields ideas and products that are creative and complex.
A modified open space design was engaged among the NECSW participants, with an initial set of norms being conveyed and emergent themes being addressed in small groups, and debriefing sessions being engaged at the end of both full days of the summit. The modification consisted of honoring the three themes that were identified and studied before the summit was convened. These themes along with the many emergent themes provided the direction for both small group and full group discussions.
Norms: The Spirit of NECS
Whoever comes to the summit is the right person (an appreciative perspective)
The topics being addressed are those that are most important, and those about which participants have a passion.
Whenever a particular topic emerges, it is the right time
When the dialogue regarding a topic is over, it’s over
Whatever happens is the only thing that could have happened
There is one Law: the “Law of Two Feet: Shoes are made for walking” (participants should feel free to move to another group and another topic)
Facilitation Roles
Bill: Animator (Attention primarily to input)
Advocacy inviting inquiry (encourage divergent thinking followed by thoughtful exploration of an idea (Spectrum analysis: there is the “seed” of a good idea in everything that is presented)
Second order thinking: what are the assumptions underlying that which is proposed and what happens if the assumptions are changed? (Five Whys)
Garry: Chronicler (Attention primarily to output)
Clarifying: what is really being said and how do we insure that everyone understands what is being said?
Synthesizing: how to relate and condense what has been said and written
Author: what is it we want to say to other people (including the V-NECS participants and readers of choice and LPC?
Suzi: Guardian (Attention primarily to process)
Ensure that the space of dialogue is truly “open”: balancing between freedom and structure
Everyone who should be here is here (appreciative perspective)
The topics being addressed are those that are most important, and those which participants have a passion about.
Shoes are made for walking (participants should feel free to move to another group)
Dynamics
Convergence: extended discussions on the three convening topics
Divergence: emergence of other topics (e.g. spiritual dimension of executive coaching
Spontaneity: V-NECS technical breakdown.
Disciplined, Sustained Engagement
Stewardship is sustained and amplified when a structure is created to shape implementation and continue conversation.
This structure is now in place and currently being provided through publication venues of The Library of Professional Coaching and choice magazine. Several projects (involving summit participants) that were either identified or created during the summit are also underway. Consideration is also being given to convening additional summits in the future—of different lengths, compositions and design.
Follow-up Publications
It is gratifying to note that several publications have already emerged less than six months following the April NECS sessions. Furthermore, these publications come in several forms: (1) the “gifting” to NECS participants of already published (but often not readily accessible) articles written by summit participants, (2) publication of new essays that result from collaboration by NECS participants, (3) publications of new essays that build on the executive coaching perspectives and practices that emerged from the in-person and virtual open space sessions of the summit.
The already-published article was “gifted” by Phillip Rosinski (participant in the virtual session). Rosinsky rightfully thought that one of his many essays (and books) regarding comparisons between culture is directly aligned with an emergent topic at the summit concerning diversity, equity and inclusion.
The first collaborative essay was produced by Joan Wright and Bill Bergquist, based on a conversation that began during the in-person summit. Wright had written a book about communication across generations. Wright and Bergquist began sharing their perspectives on this topic in part because of the emerging theme at the summit regarding cross-generational communication among executive coaches (both regarding age and experience). More collaborative essays are anticipated as summit participants continue to meet together.
Several essays have already been prepared based on summit conversations. Several of these essays are included in this issue of Future of Coaching. More are anticipated during the coming months—several to be included in the joint publishing enterprise of LPC and choice magazine that is to take place in early 2023.
Follow-up Projects
Several potential initiatives were presented at the summit (along with printed proposals for each initiative). One of these initiatives was something called the Coaching Quad. This on-line serve is intended to provide a diverse set of coaching resources to the professional coaching community—ranging from a library (LPC) and set of coach training organizations to web-site design and practice management tools geared specifically to those engaged in professional coaching. While this initiative has already been underway for several years, several summit participants have expressed interest in helping to make this quad a reality. Another organization has also expressed interest in establishing and sponsoring the Quad.
A second initiative concerns the investigation of a project that would provide a taxonomy of various professional coaching strategies and the particular kind of coaching issues that are effectively addressed by use of this strategy. Following a precedent established in the field of psychotherapy in the creation of the Society for the Exploration of Psychotherapeutic Integration (SEPI), the new initiative, which would be called the Project to Exploration Professional Coaching Integration (PEPCI), has already produced several potential taxonomies and will soon be represented in a PEPCI website.
The third initiative concerns a research project that has already been underway for several years. Under the Institute for Research on Professional Coaching (IRPC), this project concerns the development of coaches. Paralleling a major project that has been conducted by a University of Chicago team on the development of psychotherapists, the Development of Coaches project was conducted in 2009 and originally sponsored by the International Coaching Federation. The lengthy digital survey (Survey Monkey) was completed by 153 members of the professional coaching community. IRPC took over the project and conducted a second study in 2o15 using the same survey instrument. Another 58 respondents completed the survey. IRPC provided analyses of results from the 211 respondents. Ten major reports were prepared and published in LPC.
A proposal was presented at the summit for a second phase of this Development of Coaches research project. A revised (and shortened) digital survey would be created that builds off key findings from the first survey. This survey would be sent out to an even more diverse population than that receiving the first survey. Results would once again be published in LPC. Several summit participants have expressed interest in assisting IRPC with this project and one has suggested serving as a liaison with the University of Chicago researchers so that a unique and detailed comparison might be made between the development, perspectives and practices of professional coaches and psychotherapists. This comparative study has long been wanted by practitioners in both human service fields.
Follow-up Programs
Consideration is now being given to future summit-related programs. As was done in planning for the original summit, a survey monkey was sent to the 120 invitees to the 2022 summit asking about their interest in a future summit (both in-person and virtual) and about the reasons they might attend or decide not to attend such an event.
While there might not be another summit convened in the near future, the other initiatives that have been sparked by the 2022 summit suggest that there is ongoing stewardship of the executive coaching field that has been nurtured by the New Executive Coaching Summit, along with the pre-summit and post-summit activities associated with this special open space meeting.
Conclusions
In this essay, we’ve tried to elaborate on a model of stewardship by actively leading the way with NECS. In convening, communicating, and clarifying we tried to find the people who want to be involved and share and sharpen a common vision about what we would do together—we created consensus.
Each of those four steps provide important input to whether stewardship makes any change because the quality of convening, communicating, and clarifying develop the amount of ownership in consensus. And ownership—the personal emotional investment we have creating particular outcomes—is what drives (or fails to drive) execution. Ultimately, stewardship requires a disciplined and sustained engagement based on this personal investment. It is in this engagement that a vision becomes real.
It’s only with ownership animating execution and disciplined, sustained engagement that we can really change things—this is what gives energy to shape process, energizes the changes in structure, and continues to positively focus on attitude.
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