ICF Strategic Plan: 101

The ICF is constantly working to advance the coaching profession by setting high standards, providing independent certification and building a worldwide network of credentialed coaches. But do you really understand the reasoning behind everything the ICF does?

Most associations work according to a strong strategic plan. Without one, it would be very easy to get wrapped up in work that may or may not have anything to do with the goals the association hopes to achieve. In fact, they may not even know what their goals are or how to get to where they want to be.

By having a strong strategic plan in place, the ICF remains focused and prepared to work toward the goals members have identified as important. Rather than pursuing a lot of good work, the ICF Board is making sure the association is clear on what activities will produce the best value for members.

The ICF Strategic Plan is set up as a living document [meaning that it will constantly be reviewed and measured against] that assists in the guiding efforts of association staff and volunteers. In other words, it is the ICF’s road map. It keeps us on the path we want to be on as an association, ensuring that we reach the goals we have identified as important.

Our long-term strategic plan was first prepared in 2006 and faced its first five-year evaluation last month at the ICF global Board of Director’s meeting. During this meeting, an updated strategic plan was approved.

The approved strategic plan includes:

Vision statement: In service of humanity flourishing, we choose to…

Core purpose: Lead global advancement of the coaching profession

Key strategies:

• Create attractive credible presence and voice for professional coaching; and
• Create global strategic alliances.

Three initiatives (or areas of focus for the next 18 months):

• Construct global standards system;
• Build high performance organization; and
• Become preferred resource for business community.

These strategies and focus areas will be supported and accomplished through various efforts and projects. To see a complete outline of the updated ICF Strategic Plan, please visit Coachfederation.org.

Get a handle on your to-do list

Seems like most people these days have to-do lists that never shrink. Aside from those items that are routinely added on a daily basis, there are those items that remain on your list, no matter how much time passes.

Perhaps these never-crossed-off items seem too intimidating or time consuming to begin right away. Or maybe your never-crossed-off items get shoved to the bottom of your priorities for the simple reason that they do not seem pressing enough.

Whatever your list looks like, here are three simple tips to keep in mind when it comes to keeping your to-do list manageable:

• Chop your list into easier to handle lists. If your to-do list is so overwhelmingly long that you cannot even look at it without breakout out in a case of hives, you should begin by first categorizing and then breaking down your list. You might decide you want to rank your items by priority. Or maybe you would rather group like items together. Once you determine which way works best for you, create lists with no more than five items per list. Though you may have numerous lists, having fewer items per list will make it easier for you to work through your projects.
  
• Tackle tough projects early. Before your day gets too busy, devote the early part of your day to working on a larger or more difficult project. The morning is best for these kinds of projects as you start a new day with renewed energy and spirit. Likewise, plan to take on easier projects later in the day when your energy levels begin to drop.
  
• When you are working, focus on work. It is very easy to let your mind wander to non-pressing matters when more urgent items call for your complete attention. To ensure focus during your work hours, create time in the course of your day to take mini breaks when you can think about your evening plans, your grocery list or your next home improvement project. By taking frequent breaks, you will allow your mind time to focus on work when it is time to work.

One additional tip: no matter how many hours you choose to work in a day, stick to it! Having a balanced work-life schedule is key to keeping things fresh and your list manageable.

If you need help organizing your to-do list, many smart phone app stores have to-do list and time management applications that may help you. Simply search “to do list” or “time management” in your phone’s app store to find an app that works for you. Also, if you would rather create lists on your computer, simply search “to do list” in Google for resources to assist you.

Coach Those Who Are Holding Up the World on Behalf of Us All

If there's a more beleaguered group of leaders outside of nonprofits -- especially those who serve the poor -- I don't know who they are. Just when donations are down, the need for food, shelter and jobs is exploding for the people they serve.

For leaders on the front line fighting poverty, it's way beyond 'doing more with less'. They wrestle daily with how to keep the doors open to their constituents and keep their staff engaged, inspired and contributing. As for leadership development for themselves and their team, well, that’s a pipe dream.

And this is where coaches come in. If you're looking for a client base that’s hungry for what you have to offer, look no further.

There are nonprofit leaders in your city right now who can only imagine having a partner who is 100 percent committed to seeing them thrive, amidst deeply challenging circumstances.

Don’t be surprised if you find yourself coaching the senior leadership team. Many nonprofits are small to mid-sized, so you’ll probably start at the top of the organization, where your impact is greatest.

Call them forth by asking, What’s waiting to happen here? What are you on the edge of? Then watch out! The senior team – and you – will be off and running.

Odds are they can’t pay you much. But times will get better. And don’t forget these organizations have a Board of Directors, often filled with influential business leaders who could use coaching in their companies. So your networking and referral opportunities may abound.

As you consider who you might serve the best, remember those who serve the most.

Cathy Perry PCC, CPCC, is founder of The InwardBound Center for Nonprofit Leadership. The Center brings leadership coaching and training to organizations who serve the poor, and envisions the day when these organizations are ranked among the finest places to work.

Registered 501(c)(3); accepts tax-deductible donations. www.InwardBoundCenter.org

One small step for man. One giant leap for joy.

"The universe has been evolving for 13 billion years. It's unlikely that its ultimate goal is consumerism" - Brian Swimme

Now there's a thought.

At the recent wonderfully organised ICF European Conference in Madrid many speakers highlighted the current malaise in economics, sustainability, happiness etc. And wherever you are living and working I'm sure there are examples of recent environmental impact, economic slowdown/collapse, social need. If there's one thing that is apparent right now it's that in some way we're all in this together. The big question that seemed to be hanging after Madrid (beyond where are the female voices in all this - I for one would love to hear a few more) was "OK, but what can we do?"

For me this leads to a more specific question - what am I personally helping to bring into the world? Many years ago John Elkington put together the neat idea of the Triple Bottom Line - people, profit, planet. It's age old wisdom, packaged for the current era. And it's really getting traction now. Charities I'm working with are very clear about their need to be financially responsible and indeed attractive to money in order to do their good work - money is an enabler, not a fiend. And businesses I'm working with are increasingly keen to demonstrate their social and environmental responsibility, for a long list of reasons including brand, reputation, customer loyalty, security of supply, avoiding government intervention, driver for innovation, cost savings and more.

So what about us as coaches? On the one hand much of what we do is inherently good. But I find it interesting at conferences how many questions I get asked which are actually fishing for how well am I doing, how much am I charging, where are the market opportunities and what is the next big thing. It's all about money. Which is fair enough given that it can be tough to earn a living in coaching and money is important for choices, freedoms (in some senses), and providing for those we care about.

But what about our social and environmental impact - not just through our direct actions in how we travel and do we do pro bono and the like, but in the fuller picture of what our collaborative work with clients brings into the world?

For me I reached tipping point a few months ago. Frankly I'm fed up with a me/more/now client agenda. So I'm upfront now in saying if this assignment is just about performance/profitability without bringing more net good and health into the world I'm probably not the best coach for you and I'd be delighted to recommend another coach who will likely serve better. I'm upfront in discussing what they feel the legacy of this work will be, how it will be seen in a local and global context, how our grandchildren may judge it, and is our aspiration for good big enough.

It's been a "coming out" experience. I was very scared of a backlash. I was very scared of ridicule. I was very scared of starving. That hasn't happened. It's a joy. It opens whole new conversations.

With clients as experts and guides, how about we step into the unknown and begin to discover the world beyond consumerism?

Neil Scotton, PCC, August 2011

Key Take-off Points - When Building Your Coaching Practice

For many coaches, starting your own practice can be a lot like a plane on a runway. You have chosen your course. (I want to be a coach.) You have done careful preparation taking on all the fuel and supplies you think you will need. (Taking great training and setting aside what you think is enough time and money.) You may have even fastened your seat belt in anticipation of a bumpy ride. And there you sit at the start of the runway. (Ready to commit to do whatever it takes to start your own coaching practice.)

With engines blaring, you start to move down the runway. (You commit to get out there and find some clients.) You notice you are moving quite slowly at first but the speed is increasing. It's exciting. (This is the early stage in your practice building where you are full of hope and expectation but you haven't really accomplished anything yet.)

Halfway down the runway, engines still roaring, you notice things are speeding up, there is a lot of activity but you haven't gained any altitude. (This is the stage of your coaching practice when you have been running around telling people about coaching, offering sample sessions to folks that either aren’t interested or can’t afford it. Yet you remain hopeful.)

Three quarters of the way down the runway, you have expended a ton of energy, the engines on the plane continue to roar, you are running faster than ever, and yet, you have still not gained one inch of altitude. (This is the stage in your practice building when you may start to wonder, "Am I ever going to make it? Am I cut out to be a self-employed coach? I have been running around doing everything I can think of but I still have no clients. Maybe this is a really bad idea.")

While the particulars of this experience are as diverse as the individuals involved, this is an incredibly common and problematic moment in the journey into the atmosphere of building a viable coaching practice.

In reality, there are some planes (lovely, well-trained, well-intentioned, deeply committed souls) who, despite their best efforts, will not get off the ground this time.

If this is you, the kindest thing that can happen is for someone to point out that it doesn't look like you are going to make it off the ground this time. (So you can cut your losses, learn your lessons, adjust your plans, get a temporary day job so you can build up new reserves and try again later.)

However, even for the really well-prepared, highly-determined future coach who has done everything right, (taken great training, paid attention to the marketing, found a niche, put in the hours, asked for help along the way, worked past their limiting doubts and fears, etc.,) this is a critical moment in their takeoff. Because if you falter, if you do not fully commit to going the extra mile, putting in the last bit of energy, finding your way past your mounting anxiety - you will not get off the ground.

Making this critical call, whether to cut the engines and lean on the brakes before you crash and burn, or keep your engines blaring and go for broke - is never easy. It is not a decision you ever want to make rashly or simply on your emotions. (Because everyone is scared at this point and if you let your fear make the decision, you will never get off the ground. And if you let pride or blind ambition make the call, you may be risking far too much.)

Pilots call this point on a runway V1, the agonizing point after which you are fully committed to take off because you don't have enough runway to safely slow down. In launching your coaching business, this point when you are three-quarters of the way down your launching runway is definitely the time to check your fuel (how much reserves do you have left), check your speed (what you have learned to date, what is working for you so far, does it look like you are going to make it, etc.). Most importantly, it is a critical time to check in with a few other experienced pilots (fellow coaches) who have been down this runway many times before and can help you make a good call.

It is exceedingly hard when a good coach has to put the brakes on a dream they have to build their own practice. However, if they do it right, they will survive to try again another day and they will be much wiser. (Most successful entrepreneurs have many failure-to-launch stories. Wisdom comes from experience and experience in business is just another word for many past mistakes.)

However, the biggest sadness I encounter is when I see a future coach who definitely has what it takes, who has done enough of the right things and who you just know can succeed - give up on their dream, just because they ran out of faith. (Usually right before they are about to take flight.)

It is only in the last little bit of the runway that you get enough wind under your wings to begin to gain appreciable altitude. And once you are off the ground, the sky is the limit.

Bottom line is, getting a business off the ground is rarely easy. It will usually test everything you have. You don't want to give up prematurely and you also don't want to ride a losing venture right into the ground.

Don't try to be a proud, lonely hero. Reach out and learn from a few others who have come down this runway before. (They are all around you and are usually happy to help.)

Steve Mitten CPCC, MCC
2005 ICF President
President ACOACH4U.COM
http://www.acoach4u.com/