It may not be coincidental that the field called professional coaching emerged at the same time (during the 1990s) as many organizational analysts began identifying and describing the challenges facing leaders working in a world of complexity, unpredictability and turbulence. Along with a new human service tool called professional coaching came new ideas about and strategies for engaging in leadership. Melded together, there has emerged a coach-based model of leadership.
To the extent that professional coaching and 21st Century leadership are both about enhancing the processes of interpersonal communications, decision-making and the discovery of deeply felt values and aspirations within a world of complexity, unpredictability and turbulence, then this merger is particularly timely and its future is bright.
We are offering a cutting-edge program that incorporates the best practices associated with the practices of both 21st Century leadership and professional coaching. Participants from around the world learn through a distinctive three-mode model of digital education that is focusing on fourteen distinctive outcomes. At the heart of this program resides a commitment to an appreciative perspective, ongoing reflective practices, and authenticity in facing 21st Century challenges.
Following is a description of this three-mode model of learning, a listing of the intended outcomes, identification of the audience for which this program is intended, requirement of the certificate program and a link to the office of the program administrator who can answer questions regarding costs and registration processes.
What is the Three-Mode Learning Design of this Program?
The Coach-Based Leadership program is offered over a three month period via a distinctive three mode model of digitally-based learning.
The first mode involves eight 1 1/2 hour Zoom-based presentations by William Bergquist and Agnes Mura–who are both world-renowned educators, trainers, professional coaches and organizational consultants. This is the first of three learning modes being deployed in this certificate program.
The enrolled global learners participate in a second mode: engaging with a trained facilitator and 5-6 other learners in eight digital salons. The facilitators for this program are Richard Lim, Psy.D. and Mirasol Delmar, Psy.D. –both experienced, international professional coaches, consultants and psychologists. The mode two salons are built around conversations among the learners about the Bergquist and Mura presentations (which are recorded for subsequent review), as well as dialogue evoked by the reading of brief related essays, viewing of brief video clips and reflecting on results from several self-assessment instruments.
A third mode is also introduced in this innovative three-mode approach to global education. This mode is a digital “book” containing not only the written material that accompanies the mode one presentations, but also supplemental material that expands on the presentations, links to complementary work on the Internet, and videocasts inserted in the digital book.
What are the Program Outcomes?
(1) Gain an appreciation for and learn how to optimize one’s response as a leader to the challenging VUCA+ conditions now operating in the world.
(2) Identify one’s own primary career anchors and leadership goals as a way in which to navigate future leadership decisions on your own behalf as well as that of your organization.
(3) Identify and learn how to leverage the dynamics operating in all organizations as complex systems.
(4) Gain an appreciation for the characteristics of premodern, modern and postmodern organizational forms and determine how to best provide leadership in your own organization and collaborate with other organizations given this appreciative perspective.
(5) Gain skills and knowledge in understanding the lessons to be learned from organizational narratives about the dynamics and powerful (though often unacknowledged) assumptions held by those working in the organization.
(6) Gain knowledge of and learn how to readily make use of work in five domains of planning and problem-solving.
(7) Gain knowledge of four leadership styles, the way they operate in an organization, and the preferences you have regarding these four styles.
(8) Gain knowledge of the four spans that must be considered in the design of individual jobs and teams, identifying the ways in which these designs can be functional and dysfunctional.
(9) Identify and learn how to diagnose the major parameters of team functioning and determine how to best provide leadership in the facilitation of teams in your own organization.
(10) Identify one’s own primary interpersonal needs and the interpersonal needs of those with whom you work as a way in which to navigate future team functioning in your organization.
(11) Gain knowledge regarding alternative strategies for making teams in your own organization more effective.
(12) Learn how to be more effective in engaging difficult conversations and working with diverse populations within and outside your own organization.
(13) Learn how to recognize and work with challenging polarities in your own organization.
(14) Learn how to integrate and engage the lessons learned and skills gained in this program at all levels: organizational, team, interpersonal and intrapersonal.
For Whom is This Certificate Program Intended?
The tools and strategies introduced in this program are often intended for one audience: the leader in an executive position in a large organization. However, our program is intended for a much broader audience We wish to work not only with men and women who are in formal positions of leadership in an organization, but also other members of an organization who seek out or find themselves in position of leadership under conditions of complexity, unpredictability and turbulence.
Those who head committees on a local school board or who are Distinguished Engineers in a software company – with no direct authority over others—are leaders to whom people look up. A finance professional who takes the responsibility to raise attention about ethical conflicts is a leader, as is the supervisor who must inform a subordinate of his unsatisfactory performance. These people, along with formal titular leaders, must perform, make many decisions, and align values in meeting their civic or professional responsibilities. This program identifies ways in which each of these leaders, formal and informal, can best be supported by coach-based tools and strategies.
What Has to be Accomplished to Receive a Certificate as a Coach-Based Leader?
First, it is important to note that the certificate is being awarded by a graduate school that has been in existence for 40 years and has awarded more than 600 Masters and Doctoral degrees during this period of time. The certificate being awarded in this program, thus means something. It has credibility.
In order to become certified a program participant must not only attend and actively participate in all mode one and mode two activities, they must demonstrate effective use of the tools and strategies being presented–as outlined in the list of program outcomes. In support of the successful achievement of these outcomes and completion of requirements for the certification, a supervised practicum is required. This practicum takes place during a six month period following termination of the three mode program. Typically, the supervision for this practicum is being offered by the facilitator of the participant’s mode two salon. Details regarding this practicum will be provided during an orientation program in which all registrants are invited to attend prior to the start of the formal program.
Note: program participants do not have to work toward a certification, but can instead complete the program (without the practicum) on behalf of their own ongoing professional development.
How Do I Obtain More Information About the Program?
There are obviously many questions that you are likely to have regarding this certificate program — including its costs and the technology needed to participate in this digitally-based program. The answers to these questions are not immediately obvious given the global outreach of this program. Program costs are adjusted based on the financial exchange rate of the participant’s home country (related to the USA curency on which the program’s costs are based). Technological requirements also vary somewhat depending on the digital infra-structure of the participant’s location and (occasionally) governmental restrictions and security measures taken in the use of specific technologies and the digital distribution of program documents.
We ask for you to be patient, therefore, in receiving answers to your questions. Our own solution is a person-to-person conversation. We ask you to contact Maureen Simmons, our program administrator, to discuss these matters and to register in this certificate program if financially and technologically feasible. Each offering of this program is limited to 25 participants–in order to enable direct and frequent contact between participants and both program presenters and salon facilitators. Given this limited enrollment, we encourage you to contact Ms Simmons very soon: email@example.com.
What about Other Organizational Psychology Certification Programs?
In light of the current Pandemic crisis, the Professional School of Psychology is currently redesigning two of its other featured certificate program to be offered virtually during the coming months. One of these programs, Coach-Based Consulting, has been offered every year for the past three years. It brings together the wisdom and experience of William Bergquist and Agnes Mura as both coaches and consultants. Their work is partially contained in two books they have written: Coachbook and Consultbook. The concepts, strategies and tools contained in these two books are constantly being updated, particularly with the challenge of organizations and their leaders engaging in more virtual supervision, planning, problem-solving and decision-making.
The second certification program is Legacy Leadership–one of the finest programs to be found in the contemporary leadership development field. Built by Dr. Jeannine Sandstrom and Lee Smith, two leaders in the fields of executive coaching and leadership-based consulting, the Legacy Leadership program provides training in the use of five major leadership practices supported by a substantial number of tools and guides, including Sandstrom and Smith’s book, Legacy Leadership (now in its second edition), and their Legacy Leadership Application Workbook.