Reveln Coaching– Using BCoach Principles, the Business Case & Approach

Format: Short, 15 to 20 minute sessions, usually 2 weeks apart, focused towards a goal, using all frames of reference that impact leader/manager effectiveness.  Contact Deb here to schedule a brief, private consultation and demonstration.

Key Coaching Principles Used:

1. Coaching to achieve client effectiveness is the leading indicator of coaching effectiveness, not coach certifications or competencies, even though BCoach is in full compliance with International Coaching Federation (ICF) standards.

2. Deb is BCoach trained and centers her coaching approach on helping you develop and implement RightAction™ – 6 key areas of focus – to get RightResults.  In its simplest terms, Right Action is helping coaching clients “do what works.”

RA exists when the

1) right people are doing the

2) right things in the

3) right way at the

4) right time for the

5) right reasons in the

6) right space to get the

7) right results.

Surfacing Right Action is the main objective for BCoach trained coaches.

Business Case:
Business coaching that is effective is centered in leader development. The business case for this is research available here. The white paper: The Business Case for Emotional Intelligence is available here.  For example, below are 3 citations out of 19 business case research examples:

a. Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).

b. An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).

c. In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. In the most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200 companies and organizations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to emotional competence.)

BCoach Approach
BCoach coaches use the Coach2 coaching model to attain five outcomes. These are integral elements that create learning leverage:

You are not alone. Reflections - by kevindooley, Flickr

1. awareness,
2. purpose,
3. competence,
4. well-being
5. to achieve the right results

Deb uses a coaching interaction model to:

1. identify openings
2. generate possibilities
3. develop plans
4. preview the outcome of those plans*
5. and generate commitment to right action

*Previewing and testing of outcomes and plans is one of the key distinguishing features of the BCoach approach, as compared to other coaching systems. This is similar to scenario planning.

Deb focuses on the use of three core competencies:

1. connection,
2. clarification, and
3. commitment

Using five key abilities:

1. listening,
2. observing,
3. discerning,
4. modeling, and
5. delivery

And five 5 modalities:

1. Feedback
2. Inquiry
3. Statements
4. Challenges
5. Ideas

Contact Deb here to schedule a brief, private consultation and demonstration.