North America Master Practitioner – Systemic Team Coaching Diploma – September 2022 – September 2023

Announcing our North America Master Practitioner – Systemic Team Coaching Diploma (September 2022- September 2023)

With Dr Catherine Carr, Dr Hilary Lines and Professor Peter Hawkins

Following the successful completion of the inaugural North American Systemic Team Coaching Diploma Program in June 2021, we are excited to write to inform you of our plans to run a second Diploma Program in 2022. This is a great opportunity to be at the cutting edge of one of the fastest growing and most impactful forms of coaching, and to develop your skill, versatility and confidence in coaching teams in both the virtual and face-to-face environment. The program is limited to a maximum of 24 places to ensure personalized high-quality learning, with six highly experienced faculty, who are themselves leaders in the systemic team coaching field.

This highly experiential, modular program builds on the Certificate in Systemic Team Coaching which you have already completed; the Certificate program counts as the Foundation Module of this one-year Master Practitioner Diploma. We expect participants to the program to be drawn from one of the ten North America Certificate programs delivered by Peter in the past 5 years, the Global Team Coaching Institute STC Practitioner Program, and from the more than 30 Certificate programs that we have delivered elsewhere in the world.

Comprising both face to face and virtual delivery components, the program will commence with an introductory virtual tutorial and launch webinar in July / August 2022, followed by the first three-day face to face module in Victoria B.C. Canada, September 12-14th, 2022. The exact location of the second face to face module in February 2023 will be agreed in consultation with the participant group; California, Hawaii and Victoria are currently under consideration.

The diploma offers an opportunity to learn together over an extended period, in order to fully learn the art of systemic team coaching. You will also establish an invaluable network with a small cohort of coaches. Drawing on the foundational principles provided in the Systemic Team Coaching Certificate, including the Five Disciplines framework, six lenses of Systemic Team Coaching and the CIDCLEAR process, we will engage you in a multi-dimensional learning experience to help you reflect on, stretch, hone, practice and apply your craft, through:

  • Active engagement in a learning community, working both face to face and virtually.
  • Deep, personal, supportive, and challenging learning groups that provide real life experience of what it takes to build psychological safety and are the source of peer supervision and review.
  • Practice and experimentation groups that provide the crucible for applying systemic team coaching approaches and receiving feedback prior to your application with your team coaching clients.
  • A faculty/participant ratio of 1-6 which enables faculty feedback on your practice, and intensive 1-2-1 tutorials.
  • An established global network of over 200 graduates of this Diploma program.

The design framework, elaborated in the program brochure, is as follows:

  • Two 3-day experiential modules at a North American venue.
  • Seven virtual webinars, involving live demonstrations and team coaching practice in faculty led peer experimentation groups.
  • One 2-day learning summit, in which you present your learning to date in your systemic thinking, being and doing, and receive robust challenge and support to further your development.
  • Four tutorials with faculty to focus on your personal learning and help support the development of your unique differentiated approach to systemic team coaching and your progress to graduation.
  • Monthly Supervision / Learning Groups to support your personal systemic team coaching client work.
  • Your submission of two papers: one on your team coaching case study and the other, your signature approach, plus a short statement of how you will market yourself as a systemic team coach after the program.

Full program details, including pricing and dates are available in the program brochure.

We would appreciate it if you can inform us of your interest in this program by February 14, 2022.

You can sign up for an introductory webinar on:

February 21, 2022 from 8.30-9.30am PT/ 11.30am-12.30pm ET/ 4.30-5.30 pm UK time

For webinar sign up or if you have any questions about the program or Systemic Team Coaching Certificate, please email or contact Dr. Catherine Carr:  T: 1-857-3610 or E: admin@catherinecarr.ca

We look forward to engaging with you on this exciting opportunity.



David Clutterbuck’s and Peter Hawkins’s Best Reads of 2021

David Clutterbuck and I both enjoy an eclectic mix of books and have enjoyed many wonderful titles this year. Here are our top 10 reads across a number of topics.

As always, we have both enjoyed an eclectic mix of new titles this past year. Here are our top 10 reads.

First, three books about how we think and make decisions

Braiding Sweetgrass by Robin Wall Kimmerer. The author brings together the teachings of her Native American heritage, her life as a single Mother of two girls and being a professor of Botany to gently help us see the world more ecologically and indigenously.

Think Again, by Adam Grant & Noise, by Daniel Kahneman and colleagues. Two tours de force by giants in the field of human cognition, taking different perspectives on how and why individual and collective decision-making is so often flawed.

Thinking the Unthinkable by Nik Gowing and Chris Langdon. Explores how and why we tend to avoid dealing with difficult issues and what to do about it.

Next two books on systems and systemic thinking

Coaching Systemically by Paul Lawrence – explores systemic thinking from multiple perspectives.

Upheaval by Jared Diamond draws on case studies of how nations coped with crisis to draw conclusions about how organisations and societies can learn to adapt and thrive.

Two on aspects of awareness

The Body in Coaching and Training by Mark Walsh – a useful overview for anyone working with Gestalt, ontology, or mindfulness; or wanting to use themselves more in their coaching practice.

Supersenses by Emma Young. If you thought there were just five or six senses, you’d be wrong. Young identifies and explores 32 human senses. I found it broadened my mindfulness dramatically to experience consciously such a wide range of sensory inputs.

One general title on coaching

WeCoach by Passmore et al – the biggest collection yet of coaching tools and techniques in one volume.

One on teams

Team Human by Douglas Rushkoff – “being human is a team sport”. Rushkoff argues cogently that the impact of much technology has been to undermine our instinct for collective endeavour. He helps us in ’Understanding humanity as one big, interconnected team.’

And three intriguing outliers

The Handshake by Ella Al-Shamahi. The handshake is something we take for granted, but the meaning and impact of handshaking varies dramatically from culture to culture. A gripping read (yes pun intended!)

Becoming Mandela by Trevor Waldock.  Trevor moved from being a UK coach to developing young community leaders across Africa.  These are letters to his sons and a great guide in how to be an Elder, rather than a Leader.

No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings (Netflix founder and CEO and Erin Meyer Instead Professor.  Not an exemplar for others necessary to follow but many provocative ideas for how to run a company like an elite sports team.

And also this year we both enjoyed reading new updated editions of each other’s books on Team Coaching:

Coaching the team at work. (Second edition, 2020) by David Clutterbuck

Leadership Team Coaching: Developing Collective Transformational Leadership (fourth edition, 2021) by Peter Hawkins

What books have you enjoyed reading this year and can recommend to be added to our 2022 reading list?



A unique opportunity to join Peter Hawkins 3 day Virtual Systemic Team Coaching Course 15th-17th Dec 2021

AoEC
Systemic Team Coaching Course
15th – 17th Dec 2021
Virtual

(replaces the face to face event in London)

BOOK NOW

SYSTEMIC TEAM COACHING BROCHURE

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.



Discovering Eldership by Peter Hawkins

Preface to “Becoming Mandela” by Trevor Waldock

In early 1999 I was travelling from Johannesburg to Cape Town by plane and was privileged to find myself sitting next to Alfred Baphethuxolo Nzo, who was Foreign Minister in Mandela’s first Cabinet, from when Mandela was first elected President in 1994.  We talked of the recent history of South Africa and the changes that were coming about. He told me how he would stand down as a Minister and a politician at the forthcoming election. But soon Mr Nzo turned the conversation to families.  He proudly showed me pictures of his children and grandchildren.  I said: “well once you are retired you will have more time to spend with your grandchildren.”  He looked at me sternly and said: “Life is different in our culture; we do not retire. Once you step down as a leader, you become an Elder. An Elder has their own responsibilities. One of which is to hold the Leadership to account. The leaders have to answer to the Elders for what they do, and we must support and nurture them.”

Immediately I felt a sadness and a lack within my own life and that of my culture.  The personal lack I had explored many times in psychotherapy, in workshops with Robert Bly, and with my spiritual teachers.  I had searched out and been blessed to have some great Mentors.  But the cultural lack of Eldership in our Politics, Professions and Communities was a new awareness that I would pursue. So, when I first met Trevor in 2003, I discovered a shared quest and was enriched by the conversations we had prior to him writing his book “To Plant a Walnut Tree” and was honoured that Trevor included a number of the stories from our conversation.

Since that time, I have been a great admirer of the way that Trevor has continued to pursue this quest in a very committed and active way, developing leadership programmes for young leaders in communities across Africa.  He develops leadership in others, not by knowing better, but by constantly discovering through collaborative inquiry with the young people, what is needed in their communities, and what needs affirming in them, so they can step up and respond.

Just recently I watched a video from Trevor’s work, of a young black female community leader in Africa, saying: “Please stop talking about us as tomorrow’s leader’s, our societies cannot wait that long.  In Africa, we are today’s leaders.”

As I write this, I have just been watching the speeches of the young people’s gathering in Spain, prior to COP26 Climate Conference that will be held in Glasgow October 2021. Impressive young leaders from around the world, who are desperately trying to hold the politicians of the world to account for the lack of turning their rhetoric into committed action and for the horrific legacy they, and we, are leaving for their generation to contend with.  I despaired as I then listened to the patronising empty rhetoric of the older politician’s responses.  Where, I thought, are we Elders who have a role to play, not in adding more words, but in helping the powerful leaders really listen, emotionally feel and take on board what the young leaders are telling them.  We need to help the political leaders have the humility to ask young people for their help. Where are the Elders who are needed to facilitate a true generative dialogue between the generations and between the rich, early industrialised, nations that have caused the bulk of the greenhouse gasses, directly or indirectly, and the economically poorer countries who disproportionally will suffer the consequences. There are some, but far too few.

Sadly, Mr Nzo died later in the year I met him, so was not able to fulfil the Eldership role he spoke of. However, as Trevor shows, Nelson Mandela did live long enough to show us how it is possible to move from Leadership to Eldership.  You become an Elder when you give up on personal ambition and attachment to specific outcomes, but can do what is necessary to be done, without seeking reward or recognition.  When you can respond to life’s challenges non-reactively, drawing on wisdom, not knowledge or expertise. I have written about Eldership in a number of my books and other writings, but still daily struggle to give up leadership and respond as an Elder.

My best teachers have been my grandchildren.  There is a lovely Welsh saying: “Pure love arrives with the first grandchild.”  This is because the deep love that you had for your own children, comes around again, but this time you are not so psychologically entangled.  You can love them for who they are and are becoming, without expectations, or the same anxieties, fears and replication of your own previous family patterns.

As I write this the first Autumn leaves are being blown by the wind and rain, past my window and I am grateful that several weeks ago we managed to get the hay into our barns just in time.  Also grateful for the many fruits and vegetables from our garden which is sitting in the covered area outside our kitchen.  I remember the harvest festivals I have attended over the years, when we sang with thanks for what we had received from the rich earth and nature around us.  I am reminded of a recent conversation with colleagues with whom I am editing a book on how coaching can make its contribution to the climate emergency and how we discussed how important practices of gratitude are.  I found myself saying: “But we must not stop at gratitude, appreciating the enormous amount we receive by grace from the wider ecology every moment of everyday. At harvest festivals (which could be celebrated daily) in all the different religions and indigenous ceremonies that I know of, after we have given thanks, we move into offering.”  As Robin Wall Kimmerer, writes in her beautiful and wise book “Braiding Sweetgrass” (2020: p115): “Cultures of gratitude must also be cultures of reciprocity.” And she beautiful describes First Nation Americans’ ceremonies where everyone puts into the collective collection what they do not need and takes out what is necessary for them.

When I was young, I thought privilege was something you strived for and earnt and that it bought you freedom.  Only now in my seventies I can look back and realise I was always, and will always, be privileged and that the more privilege you have, the more it brings you, not freedom, but responsibility.  I now believe this is what Mr Nzo was trying to teach me. To still be alive with our health, our faculties and a family, is to be greatly privileged. With that privilege comes greater responsibility.

Thank you, Trevor, for being a role-model and sharing your wisdom and inquiries and active experiments into how we become responsible Elders and Ancestors.



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. 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: https://www.linkedin.com/pulse/coaching-spectrum-30-widens-its-focus-add-extra-value-axel-klimek/



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. 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. 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.