Systemic Team Coaching Programme by the beach in Barbados Jan 2022 – Join Professor Peter Hawkins for his only face2face training in the Americas in 2022

I have run successful Systemic Team Coaching certificate programs in over 30 countries from Tokyo to Vancouver Island and from Denmark to South Africa, and for several years in Manhattan New York in January.

This coming year instead of a cold and wintery programme in New York, we have pulled out all the stops for a sunshine warmed Systemic Team Coaching certificate  programme that has been designed to include an all-inclusive stay at Sea Breeze Beach House Hotel, in Barbados an intimate, luxury resort located on a vast stretch of white sand beach.

We have chosen this location as Barbados has a very good record of managing Covid security and is easy for people to travel to from most parts of the Americas.

Whilst participating on the only Systemic Team Coaching Certificate Programme that I am going to host face2face this year, you can also enjoy the warm tropical days, relaxing evenings and the all-inclusive wonderful buffets, al a carte dining and chef’s table, along with watersports or just chilling in your free time.

In comparison to the previous New York programmes, the total cost is significantly less and with the added all inclusive luxury stay in the Caribbean

A programme cost of USD$3,250, which includes an all-inclusive hotel stay, plus 10% discount off the cost and a free room upgrade for the first 9 bookings if booked and paid by 31st August 2021.

With preferential rates secured  for additional nights, upgrades or family rates, make it a beautiful start to 2022 whilst training.

For more details, brochure and application form visit the website


Forward to Work not Back to Work

Forward to Work not Back to Work

“Let’s think together how you can get individuals and teams ‘forward to work’ rather than ‘back to work’ and use this opportunity to create more value-creating ways of working.” – Peter Hawkins

As we have been helping many organisations manage the transition out of lockdown to the ‘new normal’ of hybrid working, I am making available the key aspects of best practice and things to avoid in my most recent blog on the Renewal Associates website

This blog also draws on the new chapter on working virtually in the recently published 4th edition of Leadership Team Coaching, which is available with a 20% discount (AHR20) buying directly from Kogan Page.

Kogan Page Forward to Work – Peter Hawkins Article


Coaching Culture

Coaching 3.0 integrates coaching at all levels of organisational collaboration


Just imagine …

… you are part of an organization and when a critical decision is to be made, Einstein’s quote “Problems cannot be solved with the same mind-set that created them.” is taken seriously.

This is now the last article of my series of 4.

All of them are built around the same quote of Albert Einstein but focusses on different aspects of coaching.

Coaching Spectrum – by Axel Klimek (Associate)

Coaching 3.0 widens its focus to add extra value to business challenges

The 3rd article of a series of 4 on Coaching 3.0

Just imagine …  

.. coaching will be used in an organization in a way that takes Einstein’s quote “Problems cannot be solved with the same mind-set that created them.” serious.
Today’s organisations often face huge transformational challenges, sometimes described as VUCA. You may experience side effects such as pain if you take this medicine for a long period. The doxycycline hyclate 100 mg tablets have abstractively been used to treat acne for centuries both orally and through topical applications. By clicking Bang Lamung paul marik ivermectin buy nolvadex online you agree to the following terms and conditions, which apply to you. Other men need to have more expensive items, and their choices may not be Siruguppa as well-known. Propecia works by increasing ivomec for ticks and fleas on dogs the amount of male sex hormones in a man’s body. In this article I’ll describe how a widened understanding of coaching can add some extra value for organisations facing such challenges.   Next Thursday I will publish my final article of this Coaching 3.0 series on creating a “Coaching Culture”.  

Read more:

The Development of Coaching – by Axel Klimek (Associate)

A Coaching 3.0

The 1st article in a series of  4

Just imagine …

…coaching and the development of coaching are aligned with Einstein’s quote. “Problems cannot be solved with the same mind-set that created them”. Coaching is probably the only profession working with and in organisations that has an explicit understanding and experience in using the underlying insights of this quote and turning it into a practical way forward. You may experience side effects such as pain if you take this medicine for a long period. The doxycycline hyclate 100 mg tablets have abstractively been used to treat acne for centuries both orally and through topical applications. By clicking Bang Lamung paul marik ivermectin buy nolvadex online you agree to the following terms and conditions, which apply to you. Other men need to have more expensive items, and their choices may not be Siruguppa as well-known. Propecia works by increasing ivomec for ticks and fleas on dogs the amount of male sex hormones in a man’s body. And coaching has also proven in the past that, as a profession, it has the strength to upgrade its underlying mind-set when needed. Today, we experience new challenges where such an upgrade needs to happen again. Once a week on Tuesday, the next three articles will be published: Emergent Coaching: Supporting individuals and teams Coaching spectrum: Moving beyond developmental support and using coaching for organisational challenges Coaching culture: Using coaching at all critical moments of decision making, co-creation, and internal transformation

The first of four articles can be found on Axel Klimek’s LinkedIn here:
Axel Klimek, A Coaching 3.0 – The Development of Coaching

Emergent Coaching – by Axel Klimek (Associate)

A Coaching 3.0 response to disruptive change

2nd article of a series of 4 on Coaching 3.0

Just imagine …

… that coaching aims to create substantial value in the area described by Einstein’s quote, “Problems cannot be solved with the same mind-set that created them”. This coaching not only focuses on achieving goals within the frame of an existing mind-set, but it also focuses on the mind-set itself. It strengthens awareness of habitual aspects of a current mind-set and helps to build the self-direction to avoid automatically following one’s own perception, experience, and behaviour. You may experience side effects such as pain if you take this medicine for a long period. The doxycycline hyclate 100 mg tablets have abstractively been used to treat acne for centuries both orally and through topical applications. By clicking Bang Lamung paul marik ivermectin buy nolvadex online you agree to the following terms and conditions, which apply to you. Other men need to have more expensive items, and their choices may not be Siruguppa as well-known. Propecia works by increasing ivomec for ticks and fleas on dogs the amount of male sex hormones in a man’s body. As a current mind-set is built on the past, such coaching also supports consciously “upgrading” the existing mind-set to a more accurate and future-oriented version.

If you would like to read further on Axel’s LinkedIn this article can be found here: This is the link to the article about Emergent Coaching 

The first of four articles can be found here:
Coaching 3.0 – The Development of Coac

EMCC Supervision Champion

Last week I was delighted, honoured, and humbled by being given the EMCC Supervision Champion 2020 award.

This was in recognition of the long journey I have been engaged on to establish and promote coach supervision.  I first wrote about the importance of supervision over 40 years ago and have been busy in the development of coach supervision for over 20 years, through talks, books, research, and training coach supervisors in many parts of the world.  It is very rewarding to see how coach supervision has rapidly taken off and is becoming accepted as an essential part of the life-long development of practising coaches and team coaches.

A big thank out to my fellow collaborators, co-authors, my supervisors, and hundreds of supervisees all of whom continue to teach me so much.   This award is much an honouring of the collective contribution of all these people, as it is of my individual efforts.  I am also pleased to be alongside the other coaching supervision award winners and pioneers, Lily Seto, Tom Battye and Felicia Lauw.

The book I wrote with Nick Smith in 2006 and then in 2013 “Coaching, Mentoring and Organizational Consultancy: Supervision, Skills and Development.” Maidenhead:  Open University Press/McGraw Hill, continues to be used by many coach supervisors all around the world.

You can read about new developments in Coach Supervision in both the 2020 book I wrote with Eve Turner Systemic Coaching: Delivering Values Beyond the Individual. London: Routledge.

and about supervision more generally, in 5th Edition of Supervision in the Helping Professions: Maidenhead: Open University Press McGraw Hill, which I co-wrote with Aisling McMahon.

13 New Crackers for Systemic Team Coaches – Christmas 2020


This is the third year that I am sending a range of Systemic Team Coaching Christmas Crackers out to the wide and growing global community of team coaches around the world.  Each year I take one-line aphorisms that I have found myself using on my various trainings and make a short collection.  This year I have included a few at the beginning about the necessary revolution in coaching more generally with the publication of my book this year on “Systemic Coaching” which I wrote with Eve Turner.  Like mottos and jokes in Christmas Crackers, they are there to both amuse and help us see the world differently.  I hope you enjoy them.

  1. Don’t ask: Don’t tell
    Coaches can become addicted to questions and consultants to telling answers.  The team coach needs to avoid both addictions and instead engage in collaborative inquiry, facing the challenges that life is presenting, where neither coach nor coachees have the answer, but together are discovering one.
  2. Never know better: Never know first
    The best insights are co-discovered fresh between the team and the team coach.  Pre-packaged knowledge is hard to both digest and own.
  3. The quality of coaching can be judged by how much time is spent at the learning edge
    The learning edge is the place where the coachee and the coach don’t have an answer, but it is clear to both that life is requiring one.
  4. No such thing as Individual Coaching
    When an individual arrives in the coaching room (in person or electronically), their team dynamic; organizational culture; their family system; community and cultural patterns; and the wider ecology; are also part of them and how they shape and narrate their world.  The stories they tell grow out of, and are framed by, this rich complex soil of systemic levels.
  5. We should leave every coaching session; team coaching meeting and supervision session having created new learning that no individual knew before the session started
    The world needs new learning that is co-created.
  6. Generals, missionaries, and colonizers have Missions; Teams need to have a collective Purpose
    Missions are about what we want to achieve in the world.  Purpose comes from discovering what we can collectively do that the world of tomorrow needs.
  7. The purpose creates the team, the team does not create their purpose but discovers what it is
    Purpose is discovered by exploring who our work and life serves and the changing needs of those stakeholders.
  8. Turn problems into challenges and challenges into opportunities
    Problems, like puzzles, have solutions, but challenges require new thinking, doing and being by the team and its members.
  9. Listen to the emerging pattern, not the individuals or the separate issues
    Individual issues are nearly always symptoms of an underlying pattern.  Transforming a pattern usually requires new perspectives – new lenses through which to view the issues.
  10. Always triangulate
    Team coaching requires a team, a team coach, and a joint purpose.  Team coaching helps teams move beyond either-or debates to find a third place, and from binary negotiation with partners and stakeholders, to create win-win-win arrangements.
  11. Co-coaches need to work as a team and role-model effective teamwork
    When there are 2 team coaches there are 3 elements – team coach one; team coach two; and their relationship/teamwork.  The third element impacts the team as much, if not more than the first two.
  12. Turn your Stakeholders into Partners
    It is so easy to experience stakeholders as a multitude of conflicting demands and miss that all stakeholders are also resources that we can invite into partnership, achieving together what we cannot accomplish apart.
  13. Team Coaching never ends it only transfers
    Team coaching is not carried out by the team coach alone, but by the partnership of the team, the team leader, the team members, and the team coach together.  When the team coach gradually leaves a team, the team coaching is continued by the remaining partnership.

Happy Christmas, Hanukah, Solstice, Dōngzhì Festival, Yuletide, Saturnalia, or December holidays to all my friends, colleagues, and Blog followers everywhere.

This year has seen the very successful launch of the Global Team Coaching Institute, which I lead jointly with Professor David Clutterbuck and WBECS.  There will be a new GTCI Gateway program and Practitioner program in 2021.

I will also be running a number of Systemic Team Coaching 3-day intensives in 2021.  In addition, I will be holding Advanced Retreats for Coaches and Team Coaches during June and September and programmes on Supervising Team Coaching and Transformational Coaching, all in Bath, UK.

There are also Systemic Team Coaching Certificate programmes through The Association of Executive Coaching (AoEC)

Peter Hawkins
15 December 2020
©Renewal Associates 2020

A unique opportunity to join Peter Hawkins on the only Systemic Team Coaching Course he is delivering this year

A unique opportunity to join PETER HAWKINS on the only
Systemic Team Coaching Course he is delivering this year


(replaces the face to face event in London)

15 – 17 December 2020



Systemic team coaching drives powerful change at individual, team and organisational level. This 3-day experiential programme explores how to coach teams to consider both their internal dynamics and external stakeholders working with the connections and influences within and outside the team. Examining both internal and external aspects, the programme provides a valuable way of supporting teams to improve their productivity, performance and realise their full potential.

Those completing the Certificate/Foundation programme will be awarded the Academy of Executive Coaching Certificate in Systemic Team Coaching and which carries ICF credits: 19 CCEUs: 3 Resource Development & 16 Core Competency.

The Systemic Team Coaching Certificate includes training in the unique Team Connect 360 diagnostic, through which you’ll be licensed to use this powerful online 360 tool with your own clients – only Certificate participants are able to do this.

Let the wider ecology do the coaching

Let the wider ecology do the coaching.

Professor Peter Hawkins
November 2020


Having taken part in many coaching conferences, webinars, podcasts and courses on ecological and climate conscious coaching, I am struck by how often the focus gets trapped in exploring how we can focus on the ecology or climate in coaching – what questions to ask, how to raise the issue, how to address it?    The ecology becomes an ‘it’, a problem to be addressed, an agenda item, another global challenge we must address, and we end up feeling overwhelmed.

This process is part of a deeper human pattern of consciousness and is a capacity that has brought many positive developments for humanity through our species’ short time on this planet:  the capacity to see situations as challenges to be mastered, as problems to be solved, and difficulties to be overcome.  This drive to mastery, over others and the world around us, has been a blessing that has turned into a curse – for it is this very drive to dominance, problem solving and mastery, that has led humans into a disastrous, exploitive and extractive relationship with the world around them – seeing the natural world as an unlimited resource to be plundered.

Please do not make the ecology the third or fifth item on the coaching agenda, or even the first!  Everything we address in coaching and everything we sense is part of the wider ecology and the wider ecology is a participant in every issue that gets brought to coaching.  It is literally the ground of our being, the air we share with every living being, the waters that run through us and comprise the majority of our body mass, and the light through which we see.

The ‘more-than-human’ world is the source of our living and is that which ‘re-sources’ us every moment of our lives.  So instead of seeing the ecology as a problem we have to solve, and instead of trying to coach from our limited personal perspective and skill. we can turn and ask the ecology to help us coach. Many professions, from architects to musicians, and from organisational designers to artists,  have been influenced by the growing field of bio-mimicry, how we can learn as designers, artists, engineers or organizational leaders, from nature, and use nature’s natural patterns, geometry, and design in human work.  It is time that coaching also developed the humility to see that the biosphere has been doing development, learning and evolution longer, more sustainably and with much greater inter-dependence, than we humans.  How can we learn to coach the way nature works?  How can we go further and let the ecology do the coaching?

I invite you to give yourself some time to take a discovery walk into nature, be it your garden, a local park, a woodland, coastal path or other part of nature that is important to you.  Travel with open hearted, wide-eyed and wide-eared curiosity. You may experience side effects such as pain if you take this medicine for a long period. The doxycycline hyclate 100 mg tablets have abstractively been used to treat acne for centuries both orally and through topical applications. By clicking Bang Lamung paul marik ivermectin buy nolvadex online you agree to the following terms and conditions, which apply to you. Other men need to have more expensive items, and their choices may not be Siruguppa as well-known. Propecia works by increasing ivomec for ticks and fleas on dogs the amount of male sex hormones in a man’s body. Try and be as unencumbered as possible – taking very little with you, either in what you carry physically or in the clutter of your mind.  Be open to what comes.

Lightly hold the question, “what can the wider ecology teach me about how to coach?” and allow yourself to wander and wait for whatever surprising answers may unfold.

After a while the question may change to: “how can I help you, the wider ecology, do most of the coaching?” and “What do you need me to do differently in order that you have the space to coach?”


With Colleagues we have been experimenting with ways of letting the ecology coach and we offer here seven of the practices we have found helpful.

The Window

When working in tall, centrally heated office blocks in London, New York, Chicago and Johannesburg, I would often travel up a crowded elevator with the client, walk along a long corridor and find the allocated room for our coaching.  The coaching would start in a cramped, crowded, contained and inner-focussed way of being.  So I experimented with walking, with the client, to the window.  Looking out on the world all around us, I would take a deep breath, imagining I was breathing in all the world I could see and sense into my being.  I would then turn to the client and ask them – ‘what do you notice out there in the world?’  Or ‘what calls to you or grabs your attention as you look out on the world around you?’

This simple act opened a wider perspective that nearly always carried into our explorations together.

The Pause

I was supervising a coach who worked with many senior executives, primarily in the media, publishing and advertising sectors.  When the Pandemic arrived, many of these executives were working even longer hours at home than they had previously from the office. They had to rearrange operations to be done virtually; lay-off or furlough staff and reallocate tasks; lead virtual teams and keep everyone working together.  Many of them were also having to home educate their children and had a partner also working long hours from home – a crowded, demanding place of work and life, without many of the normal support systems.

Several said they were suffering from ‘Zoom-itus’ and could not manage another long Zoom meeting for coaching. They needed to get out and exercise and asked to have their coaching via mobile phone while they went walking.  They also wanted their sessions to be more frequent but shorter, just 30-minutes.

This worked at first, with both coach and coachee walking connected by earpiece and phone.  But soon the coach started to notice they were both walking and talking faster and faster, with little space for reflection.  We explored this pattern and ways of interrupting it – how could the ecology, through which they were both walking, help them? Eventually we alighted on ‘the Pause’.  Half-way though their walking coaching the coach said: “Pause. Take a deep breath. Stop wherever you are and look around you?  Where is beauty calling to you, or speaking to you, right now?”

The Path

Each year I hold two Advanced Coaching Retreats at Barrow Castle, where I live and teach in the countryside close to the City of Bath.  As part of the retreat people coach each other as they walk through the woodlands close to the house. I invite coaches to use the path to shift between three different time and space dimensions. Firstly, to call attention to what is beneath our feet and just in front of us.  Then to become aware of the path opening up before us, leading us to where we will walk next.  Thirdly to look up and attend to the far horizon, and notice what weather is heading our way.

Without attention to horizon one, we may trip over an unnoticed obstacle right in front of us, or tread on an unnoticed form of life. If we ignore horizon two, we will fail to appreciate the co-creation of the journey: how we create the path, and the path creates the journey of our walking.  If we do not look up and out to horizon three, we may well get soaked in an ‘unexpected’ rainstorm.  Like the 2020 Coronavirus, the rainstorm was actually expected, we just had not paid attention.

Rhythms of nature

Besides the different spatial horizons mentioned above, the wider ecology can also teach us about the natural rhythms that flow through all life on this planet.

I invite you to take another exploratory learning walk into nature.  Again, travel the same intentionality as in the previous invitation, but this time alert to as many different time rhythms you detect on your walk.

Some people return having tuned into the diurnal rhythm of the earth’s turning, which we experience as the sun travelling across from one horizon to another. Others have tuned into the four-week cycle of the moon as it waxes, wanes and goes dark, changing the tides in the oceans and in our bodies. Others connect to the annual cycle of the seasons, the plants that grow, flower, and fruit at different times in the year.

These are certainly the base, background rhythms, but there are also other melodic rhythms playing out within these.  The butterfly that may only live for a week, but much longer as a caterpillar.  The mayfly that may only live a day, but longer as a nymph.  Morning glories, Evening Primroses and daylilies whose flowers come fresh and die each day.  The hen that lays its eggs almost every day for 3 or 4 years.  The steer that becomes enormous on eating just grass over 2 or 3 years.

Some have returned with rocks and fossils of geologic time, and one a jar of air telling how it contains air that has been around and through thousands of generations, before we now breathe it in.

Having completed this exploration we carry out a coaching session and explore how many rhythms we can discover in the coachee’s stories and in the unfolding relationship between us and all that surrounds us.

The woodland – as a living system

My friends and colleagues Giles Hutchins, David Jarrett, and Sarah McKinnon, all run leadership programmes in woodlands for leaders to have a direct embodied experience of learning, from the woodland, how living systems work together.  Sarah McKinnon writes:

As we walk through the woods, we use the woodland metaphor to explore with genuine curiosity, how these intricate systems are always connected, evolving, challenging and collaborating, as well as fighting for survival.  With little effort this segues into the leader’s recognition and reflection into their own nested systems – work, societal and physical wellbeing.

People who arrive bent upright at the start of the day, are later happily kneeling in mud, feeling an embodied connection with themselves, the group, their many human communities and the wider ecology.” (McKinnon in Hawkins and Turner 2020:118)

Giles writes about how working in nature helps “integrate the coachee’s different ways of knowing – intuitive, rational, emotional and somatic intelligences.” (Hutchins in Hawkins and Turner 2020:118). 


Our western classroom education teaches us to break everything down into objects, events, problems and things to be studied. In the process we stop seeing the indivisible web of life.  We attribute colleagues’ behaviours and how they react to us to the individual’s personality, rather than seeing it as part of a relational dance, not just to us, but the many nested, systemic levels within which we are both entwinned.

Coaching that involves animals takes us out of our neo-cortex, analytic brain and into our limbic brain, the part concerned with non-verbal communication and where we can more directly experience relational inter-connection. David Jarrett writes about how horses can act as ‘a mirror to give us a better sense of how we show up in a given moment in a very inviting and easily accessible way.” (Jarrett in Hawkins and Turner 2020:119). 

Coaching in nature, with nature and by nature, invites us into a realm of play and as Gregory Bateson taught us, “Play is the establishment and exploration of relationship.” Bateson provided a great role model of how to play and explore interdependence through taking your curiosity into the wider ecological world. He would ask:

“What is the pattern that connects the crab to the lobster and the primrose to the orchid, and all of them to me, and me to you?”

As coaches we can walk alongside the coachee, tease out their latent curiosity, inquire into the connection around us, and then within us, as well as the connections between the two.

Try asking your next new coachee, the favourite question of the transpersonal psychologist Piero Ferrucci: “What makes your heart sing?”


Opening the Seven Levels.

For a number of years, I have had the privilege of being an inter-faith spiritual celebrant, facilitating weddings, child blessings, funerals and other rites of passage.  In more recent years I have trained other spiritual celebrants in this important work.  One of the core practices happens before the ceremony and is for the celebrant to prepare themselves through the practice of opening to seven levels of awareness.

  1. The first level is to open to the individual or individuals, and to picture them with love and compassion.
  2. Then to refocus on the relational connections. In the case of a wedding the relationship between those marrying; for a child blessing, the relationship between the parents, siblings and new arrival; and for a funeral between the relatives and the deceased.
  3. Thirdly, to open to the wider community of family, friends and neighbours that will shortly gather.
  4. We then move our focus to those who will not be present, because they are ill or have died, or have not been invited – the previous wife or husband, the estranged sibling, the dementing parent.
  5. The attention then moves to the whole interconnected human family, all 7.7 billion of us that share this planet,
  6. And then to the more-than-human world of all the sentient beings that surround us, and the elements that support and flow through us.
  7. Finally, we open the door to the mystery of oneness – that which connects everything, beyond time and space, beyond words, and certainly beyond our own limited comprehension.

Every coaching session is, in some way, a rite of passage, so this is a practice we can do as coaches before each coaching meeting.  Picture the individual, their important relationships, the community they talk about in their sessions, and the community they leave out and ignore.  Then the one human family, the more-than-human-ecology and the mystery of oneness.

What we know from the experience of many practitioners is that when you open to some new awareness within you, even though you never mention it, the client starts talking to that same level, as though they had only been awaiting your readiness.

For You

Please chose one of these seven practices that you would like to experiment with in your own coaching work.  Once you have that practice as a natural part of how you work, add a second and then a third.

Alternatively you can devise and invent your own practices that enable you to let go, step out of the way and become fully present, in a way that creates the ‘space for grace’, and allows life and the wider ecology to do the coaching.


Professor Peter Hawkins November 16thth, 2020