Der Leader als Coach

Unsere Metho­dik zeich­net sich aus durch ihre hohe Praxis­nähe

Die Führungs­kräfte, die Coaching als Erwei­te­rung ihrer Führungs­kom­pe­ten­zen verste­hen,  brin­gen ihre konkre­ten Heraus­for­de­run­gen ein, um sie während der Coaching Ausbil­dung wirk­sam zu bear­bei­ten.

Sie lernen rele­vante und zeit­ge­mäße State-of-the-Art Busi­nes­s­prin­zi­pien, um ihre Heraus­for­de­run­gen effek­tiv anzu­ge­hen. 

Sie üben die Anwen­dung des Not Knowing Leaders­hip Coaching Ansat­zes.

Sie verpflich­ten sich zur Umset­zung des Gelern­ten in ihrem Unter­neh­men im Anschluss an die Ausbil­dung.

 

Inter­nal coaches are parti­cu­larly effec­tive in acce­le­ra­ting and deepe­ning the trans­for­ma­tion process throughout the company.

Trans­for­ma­tio­nal Leaders­hip Coaching Program for Leaders & HR-Experts

Not Knowing Leaders­hip and all its services exist to enable indi­vi­du­als and orga­niz­a­ti­ons to be success­ful and effec­tive in the uncer­tainty of not knowing and the comple­xity of the present and future world.

We believe that coaches, by working to deve­lop their own skills and through indi­vi­dual prac­tice, become a cata­lyst for trans­for­ma­tion, can expand conscious­ness and initiate a move­ment of conscious leaders­hip.
The Trans­for­ma­tio­nal Leaders­hip Coaching Trai­ning (TLCP) is desi­gned to support orga­niz­a­ti­ons in deve­lo­ping leaders who want to make a posi­tive diffe­rence in their orga­niz­a­ti­ons, their commu­nities and in the lives of the people they lead.
The Trans­for­ma­tion Leaders­hip Coaching Trai­ning supports the draf­ting of the UN goals for sustainable deve­lo­p­ment to raise awareness and achieve an inclu­sive and more sustainable future for all.
The Trans­for­ma­tio­nal Leaders­hip Coaching Trai­ning provi­des a unique vision for trans­for­ma­tio­nal coaching and offers the next genera­tion of leaders, busi­ness owners, HR profes­sio­nals, change agents and coaches a frame­work for holistic deve­lo­p­ment to inten­sify, deepen and broa­den their contri­bu­tion to the world.
The program design and the lead coaches of the Trans­for­ma­tio­nal Leaders­hip Coaching Trai­ning distill and inte­grate more than 10 years of multi­di­sci­pli­nary expe­ri­ence and provide a funda­men­tal and trans­for­ma­tive program that meets the stan­dards of the Inter­na­tio­nal Coaching Fede­ra­tion. We invite our parti­ci­pants to join a commu­nity of others who are commit­ted to incre­a­sing the holistic success of busi­nes­ses around the world.

Module 1: Coaching basics I. Leading conver­sa­ti­ons. Defi­ning power­ful goals.

Module 2: Coaching basics II. Systemic inter­ven­ti­ons. Ques­tion tech­ni­ques.

Module 3: Inner conflicts. Decision coaching. Visua­liz­a­tion of social systems. Resource work. Deve­lo­p­ment plan­ning

Module 4: Group mentor coaching. Coaching prac­tice. Short coaching sessi­ons. ICF feed­back. Deepe­ning and inte­gra­tion of tools.

Module 5: The „Mira­cle Ques­tion“ in coaching. Solu­tion Focus Approach. Inter­rup­t­ing dysfunc­tio­nal patterns. Designing actions. 

Module 6: „The Seven Logi­cal Levels“. Prepa­ra­tion and follow-up of coachings. Mental Attu­ne­ment Prac­ti­ces. Live Coachings. 

  • Busi­ness Execu­ti­ves
  • Company Owners
  • Entre­pre­neurs
  • Intra­pre­neurs
  • HR profes­sio­nals
  • Prac­ti­tio­ners and faci­li­ta­tors in Lear­ning and Deve­lo­p­ment
  • Change agents
  • Cata­lysts
  • Agile Coaches & Consul­tants
  • Coaches who want to expand their compe­ten­cies
  • Anyone who is commit­ted to expan­ding their conscious­ness in the world through the profes­sion of coaching

1. We since­rely aim for an opti­mal fit between what you are looking for and our trai­ning. This is very important to us. We offer a deman­ding trai­ning with quality stan­dards that require a high level of commit­ment. There­fore, we take the time it takes to get to know you and your wishes as closely as possi­ble and really answer your ques­ti­ons. In a preli­mi­nary tele­phone call we would like to clarify: Is the chemi­stry right? Do we share the same values? Is our trai­ning the right thing for you?

  • Do you have at least 5 years of profes­sio­nal expe­ri­ence?
  • What do you want from parti­ci­pa­ting in a coaching trai­ning?
  • Are you willing to prepare a 2‑page paper that gives us an insight into the moments of your life where you have perso­nally expe­ri­en­ced trans­for­ma­tion?
  • Please let us know which are your prefer­red prac­ti­ces of self-reflec­tion.
  • We recom­mend a coaching-rele­vant arti­cle, which you ideally read before our tele­phone call (10 minu­tes reading time).
  • We recom­mend that you fami­lia­rise yourself with the ICF core compe­ten­cies.
  • Iden­tify two of your current profes­sio­nal or busi­ness chal­len­ges. What keeps you awake at night?
  • We will conduct a kind of „dialo­gue inter­view „* with you. During this inter­view we will get to know each other and you will have the oppor­tu­nity to ask ques­ti­ons in order to achieve maxi­mum clarity as a basis for your decision whether or not to parti­ci­pate in the TLCP.
    - *= ‚Dialo­gue Inter­view‘ (Otto Schar­mer). This inter­view aims to engage you in a reflec­tive and gene­ra­tive conver­sa­tion. It will provide insights into ques­ti­ons and chal­len­ges you are facing. It begins by buil­ding a gene­ra­tive field for the program that you – should you decide to do so – want to help shape with us

2. Should we all say „Yes“…

  • Then you will conduct two „stake­hol­der inter­views“. Anot­her parti­ci­pant will be assi­gned to you as your lear­ning part­ner or „buddy“ for the dura­tion of the trai­ning. To support the deve­lo­p­ment of your buddy (and he/she is yours) from the begin­ning, you and your buddy will conduct two stake­hol­der inter­views each to gain insight and feed­back on each other’s deve­lo­p­ment. You will plan and conduct the inter­views BEFORE the program begins. Please take notes during the inter­views, print them out and bring this summary to the first module of the program.

3. For success­ful parti­ci­pa­tion in the Trans­for­ma­tion Leaders­hip Coaching Trai­ning, keep the following in mind throughout:

  • Parti­ci­pa­tion in all atten­dance modu­les and virtual meetings.
  • During the program you will have conti­nuous coaching prac­tice with at least 2–3 coaching clients or 20–30 hours of coaching.
  • Throughout the program, you will consist­ently engage in self-obser­va­tion, posi­tion-fixing, self-reflec­tion prac­ti­ces such as super­vi­sion or through diaries or exer­ci­ses for deep listening with other parti­ci­pants.
  • Between modu­les you will meet regu­larly with your buddy and/or buddy group to deepen your under­stan­ding of coaching and the prac­ti­cal appli­ca­tion of ICF core compe­ten­cies.
  • During the modu­les you will be fully invol­ved in order to pro-actively contri­bute to a success­ful group expe­ri­ence.
  • As a member of this group you will try to become and remain aware of the effects of your conscious and uncon­scious beha­vior.
  • You will remain open to feed­back (recei­ving and giving) and try to use any irri­ta­tion or chal­lenge in gene­ral as an oppor­tu­nity for growth.
  • You will always try to contri­bute to the growth and deve­lo­p­ment of the other parti­ci­pants through your way of being and acting.
  • You will remain open in your own deve­lo­p­ment and in conver­sa­tion with the Lead Coach and your Mentor Coach.

Module 1: Coaching basics I, leading discus­sions and defi­ning goals

  1. Defi­ni­tion: What is coaching?
  2. Iden­tify & name own coaching topics & success indi­ca­tors
  3. Typi­cal occa­si­ons for coaching.
  4. Diffe­ren­tia­tion of coaching from other forms of support (therapy, trai­ning, super­vi­sion…)
  5. The four beha­viour patterns or client types
  6. The initial inter­view (struc­ture & proce­dure)
  7. Systemic thin­king & construc­ti­vism in coaching
  8. Coaching atti­tude & coaching skills
  9. The clas­sic coaching process
  10. Dealing with emoti­ons in coaching
  11. Empa­thic Listening/Empathic Presence
  12. Prac­ti­cal appli­ca­tion of Empa­thic Commu­ni­ca­tion
  13. Dealing with comple­xity in coaching
  14. ICF certi­fi­ca­tion process.
  15. Over­view of the core compe­ten­cies.
  16. Action vs. coaching goal
  17. Master Mind Circle
  18. Peer groups
  19. Perso­nal deve­lo­p­ment assess­ment

Module 2: Coaching basics II, systemic inter­ven­ti­ons and ques­tion tech­ni­ques

  1. Teach Back: Systemic stance, construc­ti­vism, GROW model
  2. Intro­duc­tion to the systemic ques­tion tech­ni­ques & ques­tion cate­go­ries
  3. Struc­tu­red Reflec­tion sheet for coaching sessi­ons
  4. Coaching rounds with video record­ing
  5. Collec­ting so-called ‚diffi­cult‘ messages
  6. The 4‑chair exer­cise
  7. Dance Floor /Inner and Outer Dimen­sion
  8. Crite­ria of effec­tive ques­ti­ons and systemic ques­tio­ning tech­ni­ques
  9. Covert coaching (Struc­ture vs. Content)
  10. The scaling walk‘
  11. Posi­tio­ning: Self-reflec­tion with Multis­cale-Exer­cise

Module 3: Inter­nal conflicts, decision coaching, visua­liz­a­tion of social systems, resource work & deve­lo­p­ment plan­ning

  1. Teach-Back: Formu­la­tion of objec­ti­ves, systemic ques­tion tech­ni­ques, scaling run, ICF-KK)
  2. Intro­duc­tion to the work with Inner Parts/ Inner Comple­xity
  3. Indi­ca­tors for Coaching
  4. Mapping of Inner Parts
  5. History of the Inner Parts Approach
  6. Basic assump­ti­ons of the work with Inner Parts
  7. Visua­liz­a­tion of Social Systems
  8. Decision coaching: ‚Affect Balance‘ and ‚Weigh­ted Decision Matrix‘
  9. Appli­ca­tion of the tools to perso­nal decision topics
  10. Intro­duc­tion: ‚The Self-Reflec­tion Model
  11. The Self Deve­lo­p­ment Square (SDQ)
  12. Useful subse­quent tools to the SDQ 

Module 4: Group mento­ring coaching, coaching prac­tice, short coaching sessi­ons, ICF feed­back, tools deepe­ning

  1. Gene­ral infor­ma­tion on certi­fi­ca­tion.
  2. Over­view of the ICF certi­fi­ca­tion levels as ACC, PCC or MCC
  3. Teach-Backs for the ICF core compe­ten­cies
  4. Self-assess­ment within the Core Compe­ten­cies
  5. Listening to pre-selec­ted audio sequen­ces from coaching sessi­ons of indi­vi­dual parti­ci­pants
  6. Deve­lo­p­ment plan based on the ICF Core Comep­ten­cies
  7. Deep Listening & Trans­for­ma­tio­nal Presence
  8. Over­view of the tools already lear­ned in the program
  9. Power Coaching
  10. Mental inte­gra­tion
  11. Outlook on Module 5 and Module 6, orga­niz­a­tio­nal infor­ma­tion regar­ding the work with the live coachees in Module 6 (exam)
  12. Shar­pe­ning of ques­tion-tech­ni­ques, inter­na­liz­a­tion of the coaching process and the atti­tude of not-knowing
  13. Self-control in coaching: What „happens“ to me in my role as coach again and again?
  14. Coaching sessi­ons with free choice of tools
  15. Clari­fi­ca­tion of ques­ti­ons and requi­re­ments of indi­vi­dual goal coaching

Module 5: The „mira­cle ques­tion“ in coaching, inter­rup­t­ing dysfunc­tio­nal patterns, designing actions for new beha­viour

  1. Commu­ni­ca­tion Theory: P. Watz­la­wick.
  2. Proces­sing of control loops in coaching
  3. Colle­gial Coun­se­ling on ‚diffi­cult‘ coaching cases
  4. Intro to „The 3 Yes behind the No
  5. What is empa­thy? What isn’t? Distin­guis­hing between empa­thy and advice, comfort, sympa­thy etc. Trans­fer to coaching
  6. Empa­thy-Rodeo‘: „quick-witted“, empa­thic and suita­ble for ever­y­day use to respond to diffi­cult messages.
  7. Trans­fer to the coaching situa­tion
  8. Power-Coaching „Inner – Outer Dance Floor“
  9. Parti­ci­pants‘ ques­ti­ons about advan­ced coaching expe­ri­ence: espe­cially expres­sing obser­va­tions, confron­ta­tion and provo­ca­tion while main­tai­ning the same eye level and coaching atti­tude
  10. Diffe­ren­ces between focu­sing on problems and focu­sing on solu­ti­ons in coaching
  11. Intro­duc­tion: The ‚Mira­cle Ques­tion‘
  12. Solu­tion Focu­sed Coaching Approach accord­ing to Steve de Shazer & Insoo Kim Berg
  13. Prac­ti­cing a clear, attrac­tive and power­ful formu­la­tion of objec­ti­ves + visua­liz­a­tion
  14. Clari­fy­ing diffi­cult ques­ti­ons that arise in a coaching process. For example, when should a coaching session be ended (prema­tu­rely)? Dealing with excu­ses for not imple­men­ting projects on the part of the coachee. Conflic­ting orders from super­vi­sor and coachee. Supe­rior requests infor­ma­tion from the coach without consul­ting the coachee

Module 6: The 7 logi­cal levels, prepa­ra­tion and follow-up of coachings/mental attu­ne­ment ritu­als, exams, live coaching sessi­ons

  1. The 7 Logi­cal Levels“ and its use in coaching
  2. How can coaching be imple­men­ted as part of the leaders­hip culture?
  3. Dyad work and reflec­tion
  4. TOOL-over­view maps
  5. Plan­ning of the Live Coachings
  6. Coaching sessi­ons under exami­na­tion condi­ti­ons.
  7. Feed­back with the ICF core compe­ten­ces
  8. Letter to myself: A look into the future
  9. Live coaching.
  10. Exams.
  11. Feed­back.
  12. Walking the path again: How was my jour­ney throughout the program?
  13. Certi­fi­ca­tes
  14. Closing

We meet the ICF requi­re­ments for the ACTP accredi­ta­tion level (130 hours presence). These are divi­ded as follows:

Total: 112 hours of presence (physi­cal and/or virtual) 

4 modu­les (1–4) à 3 days = 4x 3x 7 hours = 84 hours
2 modu­les (5+6) à 2 days = 2x 2x 7 hours = 28 hours

+ self-study per module 3 hours = 18 hours

+ One day exami­na­ti­ons in module 6

+ One day group mentor coaching (module 5)

+ indi­vi­dual mentor coaching (3 hours per person)

  • You under­stand, arti­cu­late and prac­tice coaching as a way of being, leading and/or as a profes­sion
  • You are able to coach mana­gers in orga­ni­sa­ti­ons and larger systems
  • You will prac­tice the process of the coaching model to include rela­ti­ons­hip dyna­mics, contracts, assess­ment, goal setting, power­ful explo­ra­tion, conver­sa­tion and action design, sustainable stra­te­gies, crea­tive expe­ri­ments for new beha­vior
  • You will prac­tice and deve­lop a more resi­li­ent way of being through the embo­died prac­tice of reflec­tion and (self-) obser­va­tion.
  • You will be intro­du­ced to systemic thin­king and the construc­ti­vist approach
  • You will be intro­du­ced to the deve­lo­p­men­tal theory
  • You will inter­na­lize the coaching stance
  • Deve­lop coaching skills
  • Turning problems into attrac­tive objec­ti­ves
  • Diffe­ren­tiate types of clients and how you deal with them
  • You will know how to distin­guish between coaching, trai­ning, mento­ring, super­vi­sion and therapy
  • You will apply and prac­tice conver­sa­ti­ons with the GROW model
  • You will learn how to ask power­ful ques­ti­ons that enable new thin­king and new beha­viour
  • You will learn how to estab­lish sustainable rela­ti­ons­hips and create trust inten­tio­nally
  • Deep listening
  • Using the power of your presence effec­tively
  • Give & receive deve­lo­p­ment feed­back
  • Signi­fi­cantly incre­a­sed emotio­nal awareness

We at Not Knowing Leaders­hip believe that coaches, through deve­lo­ping their skills and indi­vi­dual prac­tice, become a cata­lyst for trans­for­ma­tion: they expand their own conscious­ness and can thus initiate a move­ment of conscious manage­ment.

  • The Trans­for­ma­tion Leaders­hip Coaching Program is a valu­able cata­lyst in suppor­ting orga­niz­a­ti­ons to deve­lop such leaders who want to make a posi­tive diffe­rence in their orga­niz­a­ti­ons, their commu­nities and in the lives of the people they lead and accom­pany.
  • The Trans­for­ma­tion Leaders­hip Coaching Trai­ning also supports the draf­ting of the UN goals for sustainable deve­lo­p­ment to raise awareness and achieve a more inclu­sive and sustainable future for all.
  • The Trans­for­ma­tio­nal Leaders­hip Coaching Program provi­des a unique vision for trans­for­ma­tio­nal coaching and offers the next genera­tion of leaders, busi­ness owners, HR profes­sio­nals, change agents and coaches a frame­work for holistic deve­lo­p­ment of people and systems to deepen and broa­den their contri­bu­tion to the world.
  • The program design and faci­li­ta­tors of the Trans­for­ma­tio­nal Leaders­hip Coaching Trai­ning distill and inte­grate more than 10 years of multi­di­sci­pli­nary expe­ri­ence and provide a funda­men­tal and trans­for­ma­tive program that meets the stan­dards of the Inter­na­tio­nal Coaching Fede­ra­tion. We invite our parti­ci­pants to join a commu­nity of others who are commit­ted to incre­a­sing the holistic effec­ti­ve­ness of orga­niz­a­ti­ons in the world.
  • The Trans­for­ma­tio­nal Leaders­hip Coaching Program is a profes­sio­nal foun­da­tion and trans­for­ma­tio­nal coaching program in align­ment with the ICF. It is focu­sed on the whole person and the whole system and supports indi­vi­du­als to deepen and broa­den their contri­bu­tion in the world to a vision for Conscious Entre­pre­neurs­hip and ulti­mately for huma­nity.
  • We believe that coaching is a colla­bo­ra­tive, non-direc­tive conver­sa­tion that brings about deve­lo­p­ment and trans­for­ma­tion through inves­ti­ga­tion, reflec­tion and conscious selec­tion of new beha­vi­ors.
  • Trans­for­ma­tio­nal coaching explo­res the inner world of the client’s beliefs, assump­ti­ons, values and expec­ta­ti­ons in order to create grea­ter oppor­tu­nities for being, living and leading in life.
  • Trans­for­ma­tio­nal coaching does not focus prima­rily on what the client does or does not do, but rather on crea­ting awareness of what is going on for the client (inside) – what leads to certain desi­red or unde­si­red beha­vior.

We use the following approa­ches to support the deve­lo­p­ment of the parti­ci­pants:

  1. System Theory (N. Luhmann)
  2. Construc­ti­vism (H.v. Foers­ter, P. Watz­la­wick)
  3. Adult Deve­lo­p­ment Theory (Jane Loevin­ger, S. Cook-Greu­ter, R. Kegan, S. Garvery-Berger, Dr. T. Binder)
  4. Nonvio­lent Commu­ni­ca­tion (NVC/M. Rosen­berg, R. Gonza­les)
  5. The Inner Team (F. Schultz v. Thun)
    Inner Family System (Richard C. Schwartz)
  6. Leaders­hip Theory (Tran­sac­tio­nal to Trans­for­ma­tio­nal, Situa­tio­nal Leaders­hip, S. Sinek)
  7. Trans­for­ma­tio­nal Presence Leaders­hip (Alan Seale)
  8. Mind­ful­ness (Jon Kabat Zinn)
  9. Emotio­nal Intel­li­gence (D. Gole­man, K. Neff)
  10. Posi­tive Psycho­logy
  11. Neuro­sci­ence

Marion Guérin / Master Certi­fied Coach MCC/ICF

Kath­leen Schütz / Profes­sio­nal Certi­fied Coach PCC/ICF

Dates and Loca­ti­ons for upco­m­ing programs 2021 will be announ­ced in early fall 2020.

For Inhouse Programs please contact Marion Guérin at marion.guerin@not-knowing-leadership.com

INVESTMENT: The tuition fees are € 12,990.00

Option A: The balance of the tuition fees is normally due one month before the start of the program, but other opti­ons are possi­ble as descri­bed below.

EARLY BIRD DISCOUNT

Option B: Make a full depo­sit two months before the start of the program and bene­fit from an early bird discount of € 490.00. This option only applies to payments by bank trans­fer, not by credit card.

PAYMENT IN INSTALMENTS

Choose between the four-month and one-year sche­dule:

Option C: Pay € 3.247,50. for four conse­cu­tive months.

Option D: Pay € 1.082,50,00 for twelve conse­cu­tive months star­ting on the first day of the month in which Module 1 takes place

PROPOSE YOUR OWN PLAN

Option E: You are welcome to suggest an indi­vi­dual payment plan.

Sie entwi­ckeln und verin­ner­li­chen die syste­mi­sche Haltung, um in der Arbeit an Orga­ni­sa­tio­nen und mit Menschen konse­quent wert­schät­zend, ressour­cen­ori­en­tiert und wohl­wol­lend unbe­quem zu sein. Grund­lage ist hier­für die Haltung der Empa­thi­schen Kommu­ni­ka­tion. 

Die Ausbil­dung IST trans­for­ma­tio­nal, denn alle Teil­neh­mer arbei­ten immer an eige­nen Themen und lernen aus eige­ner Erfah­rung in den 3 Rollen als Coach, Coachee und Beob­ach­ter. Die Inhalte orien­tie­ren sich an den welt­weit höchs­ten Stan­dards der Inter­na­tio­nal Coach Fede­ra­tion (ICF)

Coaching ist eine der hilf­reichs­ten Metho­den, um Change Manage­ment Fähig­kei­ten inner­halb eines Unter­neh­mens zu entwi­ckeln.

Buil­ding a Coaching Culture for Change Manage­ment. Die neueste Ausgabe der ICF und HCI’s Signa­ture Rese­arch Suite zum Thema Coaching in Unter­neh­men.

Wessen wir am meis­ten bedür­fen ist jemand, der uns dazu bringt das zu tun, wozu wir fähig sind.

Werden Sie zu der Führungs­per­sön­lich­keit, die Sie immer sein woll­ten.

Begeis­tern Sie Ihr Team und trans­for­mie­ren Sie die gesamte Unter­neh­mens­kul­tur.

Unter­neh­men, die Führung bereits neu gedacht haben

adidas
Knorr Bremse
Conto­rion Hoff­mann  Group
XING
ista
evonik
itergo
Gene­rali

Lampe und Schwartze
Nord­west Asse­ku­ranz
Cassini Consul­ting
Rhenus Logistics
lloyd Shoes
Airbus
tecis Finanz­dienst­leis­tun­gen
sipgate

Cove­stro
Strau­mann CH
Beren­berg Bank
KONE
Vetter Pharma
Pro Exzel­len­zia
Sky TV
Beumer Group

KERN – Nach­fol­ge­spe­zia­lis­ten
Gewoba
IGBCE
Komatsu Hano­mag
Thys­sen Krupp
Henkel
Borco 
CRM Part­ners

Gene­rali Versi­che­run­gen
EDF
Erlebe Fern­rei­sen
AOK
Paula­ner Braue­rei
Monde­lez
Alstom
Lowell Group

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