Coaching Magazine by Executive Coaching Solutions

Ignoring emotions does not make them go away.

From Dreams to Reality how to take the next step

Coaching Vâ&#x20AC;&#x2122;s Therapy debate continues...

How to use a Coach if you are over 50....

Coaching

issue 1, volume 1 | price FREE | first edition

a quartly coaching magazine

Ireland Redundant Recovery starts from here A Story of Survival

George Kerns in conversation with Paula King

3 Courses that could change your Life | to subscribe to this magazine, please contact us at info@kingstowncollege.ie | website: www.kingstowncollege.ie |

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CONTENTS 3. The Glass Ceiling Myth or Re.

16. How to use and executive coach if you are over 50

Coaching magazine

a quartly coaching magazine

EDITORIAL TEAM

17. Ireland Redundant

19. Redundancy

Paula King Edward Boland PROOFREADERS Rachel Denieffe Donnacha Mc Cormack Edward Boland ADVISORS AND REASERCHERS Sean Dempsey

21. Women Working

20. Harnessing Positive Change

Our Company would also like to acknowledge the invaluable help of the coaching community for their contribution to this amazing magzaine. And I almost forgot, we want to thank our readers for their dedication and faithfulness to this magazine. We welcome your contributions for later editions. CopyrightÂŠ2011 CoachingMagazine

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THE GLASS CEILING: MYTH OR REALITY ?

A RT IC L E P R I N T E D 2 0 1 0 BY PAULA KING

T H E G L A S S C E I L I N G – A P H R A SE C O I N E D I N 1 9 8 4 T O M E A N A N I N V I SI B L E BA R R I E R T O WOM E N B E I N G P R OM O T E D B EYO N D M I D D L E M A NAG E M E N T The Glass Ceiling: Myth or Reality? The phrase the glass ceiling was originally coined 27 years ago so surely it would not be unreasonable to expect that, with the advent of a new century, things have changed radically for women in the workplace. What is the reality in 2011 for the woman in the workplace?. Women now represent 30 per cent of managers in the largest companies in Europe, according to European Union data. An indication of the potentially seismic shift taking place in the management population is that female heads of department in the UK earned more on average than their male counterparts for the first time this year. Therefore we need to question why women are very much the exception to the male rule at the highest level – in boardrooms and on executive management committees. Only 2 per cent of chief executives and presidents, or chairmen of Europe’s largest companies are female, according to European Commission statistics. In an article in the Financial Times (1/10/08) it was noted that where change is happening in Europe, external pressure plays an

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important part. In Norway, the threat of government quotas for women on boards, combined with a very public annual census on diversity, has helped to concentrate minds. In the UK, government, business schools and leading companies have joined forces to address the shortage of women on boards. At an event to mark International Women’s Day in 2010 the International Labour Office (ILO) reported that women still face higher unemployment rates and lower wages than men. The rate of success women have in breaking the glass ceiling remains slow, uneven and sometimes discouraging. Women continue to have more difficulty obtaining top jobs First Edition

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than they do lower down the hierarchy. The CIPD have published a report ‘Women in the Boardroom: A Bird’s eye view’ in order to explore this confusing arena which can present conflicting evidence from academia, CEOs and FTSE companies and statistics. The research consisted of a series of case studies involving high-potential women, from different backgrounds and family situations, reviewing their career development and the choices they have made, particularly focusing on the rewards they perceive they have gained from their decisions. It is interesting to note that many of the women interviewed said that the environment culture at the top of the corporate organisation they worked for did not attract them. The findings suggest that many women find that to be successful they have to ‘play the game’ in a male-dominated environment. For some this is simply too much a compromise of their essential self. To add confusion to an already confusing topic the School of Psychology at the University of Exeter published research which indicates

that the biggest threat to Women in senior management positions is not the ‘glass ceiling’ but is now the ‘glass cliff ’ – women being promoted into risky, difficult jobs where the chances of failure are higher. Women are “smashing through the glass ceiling” of the UK’s top businesses, according to a report in the Times - Numbers of female directors on the boards of FTSE 100 companies had risen by 20% in the previous 12 months, it said. But the article posed a thorny question: “Women on board: A help or a hindrance?” and went on to conclude in no uncertain terms, that women are a hindrance. Shares in companies with more women directors tended to under perform relative to the FTSE average, the paper said. And companies without women on their boards tended to outperform the average. One commentator concluded that “the triumphant march of women into the country’s boardrooms has wreaked havoc on companies’ performance and share prices”. However the research carried out the University of Exeter indicates that

such pessimism may be premature and unfounded and that rather than women leaders causing poor performance, poor company performance may lead to the appointment of women to positions of leadership. It therefore appears that after having broken through a glass ceiling women are actually more likely than men to find themselves on a “glass cliff ”, meaning their positions of leadership are risky or precarious. The CIPD will continue to work with the University in order to investigate the glass cliff phenomenon with more in-depth and systematic experimental research into the processes involved and the long term implications of placing women in precarious leadership positions. As in the US, companies in the UK and Ireland are becoming increasingly aware of women’s importance – in the labour force and as customers. The business case for a diverse board and senior management has been made: diversity issues; reflecting the range of customers that use the business; or simply identifying a bigger pool of talent to fill important vacancies. Many reasons are advanced for wom-

M A N ’ S WOR L D : M E N HAV E A B E T T E R C HA N C E O F D RUM B E ATI N G T H E I R AC H I EV E M E N T S W I T H I N T H E I R O F F IC E S , SE E K G L O BA L E X P E R I E N C E A N D C HA N G E J O B S W H E N T H EY T H I N K I T H E L P S A DVA N C E T H E I R C A R E E R BY PAULA KING G L A S S C E I L I N G BY PAULA KING

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en’s disinclination to enter corporate life in the first place, or inclination to leave it; they prefer careers that serve a clear public or social goal; they want more flexibility than corporate hierarchies allow; they dislike power networks and role models. One obstacle for those choosing a corporate career is the pressure for high-flyers to take rapid promotion in their 20s and 30s which can be a very difficult time for women when they have family commitments.

Ireland :Dublin, Galway, Waterford and Cork., Belfast. Greece: Athens Uk: London, Liverpool Germany, France & Spain If you would like further information please contact info@ecsl.eu or info@kingstowncollege.ie phone 00353 1 284 5360 www.kingstowncollege.ie

Another barrier is that women often do not get the hands-on experience they need to reach the top, according to research by Catalyst, the New York based organisation that works for female advancement. Although this is changing, women still tend to be concentrated in lower-profile staff jobs rather than general management. What of the few women who do end up heading large businesses in Europe? As well as having operational experience, ability and tenacity, they have to be thick-skinned. As their rarity value makes them the focus of intense media scrutiny. Sari Baldauf, President of Nokia Networks who was ranked the top woman business leader in Europe by the Financial Times is a woman with her feet firmly in the ‘real’ world. When interviewed after being presented by this prestigious award she said “You need to make sure that you also take time to do things that are important for you and maintain your inner identity. “ “I am Sari and then I work at Nokia. I have this role and I have responsibilities and tasks that relate to that. But as a human being, I don’t identify myself with that role. As a human being I identify myself as Sari”

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The research indicates that the ‘glass ceiling’ is still a reality for women but the same research indicates that there has been a shift for women themselves. In many cases their value system prevents them from buying into an organisational culture which values only the skills they bring to an organisation with no recognition of who they are. Many organisations are offering women coaching as a means to assist them to feel more empowered and valued. For a woman who is employed in a position where her peers are men and her working environment is dominated by a male culture coaching can provide a valuable ‘safety valve’.

Support for Women in Management Coaching Diploma for Women in Business

12 days over 3 months with blended or online options

Executive Programme for Women in Management 3 days continuous with blended or online options

Kingstown College in partnership with Executive Coaching Solutions will offer a workshop ‘Coaching for enhancing job performance – for Women in Management, Administrative and Support Roles’ at venues in

Self Empowerment for Women 1 day

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COACHING | TIPS

AN EXECUTIVE COACH IF YOU ARE OVER 50

HOW TO USE

O N C E W E H I T 5 0 T H I N G S I N T H E WO R K P L AC E C HA N G E . W E A R E E X P E C T E D T O B E AT O R N E A R T H E T O P O F O U R

C A R E E R A N D R O OM F O R E R R O R G R OWS SL I M M E R AG A I N . In t h is e c on o my you can’t af f ord to l ose you r job an d you c an ’t a f f ord to ret i re on the job. Get t ing an e x ec u tiv e c oach at t h is p oi nt is a v ery smart th ing to d o. The gen er al b enef its of c oac hin g still apply bu t t h e re are also some oth er t h i n gs an e x ec u tive c oach c an d o for the over 50 exe c u t iv e. Ev en i f h e is d oi ng ve ry w e ll an execu t ive c oac h c an help h im keep 6|

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on top of hi s g a m e. L o ok at pro sp orts . The pro s k eep th eir c oaches for a g o od reason. It i s very easy to pick u p l i t tl e shi fts i n tech niqu e a n d b ehavi or that greatly i m pact thei r perf orm a n ce. The s a m e i s tru e of the ex ecu ti ve a n d th is is the ti m e for them to sh in e.

Support for Over 50’s

Diploma in Personal & Executive Coaching

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IRELAND

R E D U N DA N T

PUBLISHED IN COACHING AT WORK MAGAZINE APRIL 2011 Recovery starts from here. Ireland is in a financial crisis. The worst kept secret in the history of the world is out. The future is only assured through self belief and confidence. The certainty is that the combination of European financial assistance for our banks and economy along with a refocussed political strategy energised by a general election early in 2011 will fuel the progressive process of turning this country around. It will take time. It will take sustained initiative, courage, skill and concensus across the political, economic and educational landscapes. Most of all, it will take people equipped with the necessary attri8|

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butes.The Government must ensure that there is available the range of training skills necessary to equip those who will be central to that massive national effort to turn the economy around. Training will be central to the great drive to restore this country to economic prosperity and transparent sovereignty over economic and financial strategic decisions. Heroes for our time honed from our educational and training processeswill lead by example. We are going to have to dig deep in order to have the strength to cope with future challenges. The profession of coaching is going to be a key playe for Ireland in this new and seriously

challenging environment. Seven key principles are fundamental to our hopes of a successful recovery:

1. A focus on our values.

When chartering our course through a sea of uncertainty we can lose sight of what is really important to us as human beings. As coaches we understand how fundamentally important it is to ensure that key decisions are in line with our core values in order to go forward with confidence and focus.

2. Revisiting our belief sys-

tems. So many of my clients now come to me with a need to create an understanding of this new world.

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We inevitably, at some point in the coaching dialogue, explore what belief system will be most useful as they step into the future. The belief that they are disempowered with no control over their future needs to be challenged in the safe space which coaching provides. Ensuring that our clients are re-energised with an understanding of how they can genuinely create positive changes in their lives is one of the gifts the professional coach brings.

3. Working with our clients to assist them to move with confi-

dence and certainty towards their circle of influence sidestepping circles of concern which suck their energy and can leave them exhausted.

4. A focus on strengths

recovering forgotten talents and capabilities creating a springboard to accelerate an action focused approach to the future.

5. Reframing – assisting our

clients to understand the importance of language deleting the ‘shoulds’

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‘musts ’and ‘might’s’ and utilising words like ‘will’ ‘can’ and ‘am’. Words which the subconscious will embrace without question thereby allowing true change to take place.

6. Assisting our clients to

become more self aware in order to truly grow within the coaching relationship. We listen to our clients to genuinely ‘hear’ what they are sharing with us and assist us to understand their view of the world. This helps us to understand how, in some incidences, they need to gain a better understanding of flawed patterns and paradigms. Thus they begin the process of crafting a more effective strategy in order to create their vision for the future and achieve true potential And finally

7. Living in the moment.

gift. Let me let Philip Larkin in his beautiful poem ‘Day’ speak for me:

‘What are days for? Days are where we live

They come,

they wake us

Time and time over They are to be happy in:

Where can we live but days?’

Bringing to our clients attention the fact that the past is our greatest teacher, the future is waiting for us but the present is truly our greatest

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REDUNDANCY THE CHINESE WORD FOR CRISIS INVOLVES TWO ENGLISH WORDS – DANGER AND OPPORTUNITY. THE CHALLENGE AS WE FACE CONSTANT CHANGE IS HOW TO MOVE FROM A MINDSET OF FEAR TO ONE EMBRACING NEW OPPORTUNITIES, VISION AND GROWTH WITH THE REQUISITE MAJOR EFFORT TO RENEW OUR MOTIVATION. Such a change in mindset can be difficult for senior managers and executives who have built up a successful career over numerous years, never imagining they would be made redundant. A combination of mentoring and coaching can make all the difference, as a successful initiative which took place in Ireland during 2010 revealed.

EXECUTIVE MENTORING PROGRAMME

Executive Coaching Solutions Ltd (ECSL), a coaching and mentoring consultancy based in south Dublin had been approached by Ireland’s National Training and Employment Authority, FÁS, to design a programme meeting the needs of redundant managers, leaders and senior executives. The resultant programme, the Executive Mentoring and Networking Programme, was rolled out to around 300 participants over a number of months between March 2009 to September 2010 with extremely positive results. The programme has been rolled out Nationwide and, due to the success of the initiative, will be ongoing sought to enhance participants´ productive job-seeking skills and self-confidence, helping them keep up their morale in the short-term and be able to carry on despite setbacks. In the long-term, the aim was to help them gain employment with high economic, social and psychological rewards, developing competencies including self-awareness, adaptability, self confidence, adaptability, presenting with impact, empathy and organizational awareness, and influence and communication. 10 |

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LIFE CHANGING

In my years of experience working with executives who have been made redundant, I have come to appreciate what a significant life changing event this can be. The balance of life can change dramatically -familiar routines change, self esteem can get bruised, relationships and family life can be affected. The redundant person can suffer serious loss and experience a great sense of grief. It is akin to a bereavement - the emotions of redundancy can move through shock, denial, anger, hopelessness, stress, into a more positive mindset of acceptance and integration of the experience into creative future life planning.

STRESS

triggered by future uncertainty, lack of security, fear of the unknown, loss of self esteem, needs to be understood and managed. Although very difficult to accept in troubled times, the crucial factor is holding the belief that we can still have choices. The programme highlighted the usefulness of being aware of three mindset options when we perceive change in negative terms. We can see ourselves as: • A Victim of circumstances, • A survivor, adopting a reactive, aggressive approach, or as • A navigator who takes initiatives and harnessing positive energy

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SETBACKS Skills, social support, and knowing how to cope with setbacks are all critical social resources that can have powerful preventive impacts for people who would otherwise be very vulnerable to the adversity of life transitions like job loss. Much of the intervention’s rationale derives from research on vigilant coping (Allart-van Dam et al., 2003). This shows that people under pressure often narrow their search for solutions and tend to become prematurely invested in a certain course of action. Participants were trained in diagnosing unemployment problems and generating alternatives for re-employment. Through the one to one coaching offered on the programme they also received tips on ‘inoculation’ against setbacks as it is recognised that people need to

Unusually, the programme recognizes how crucial a sense of control, mastery and social support are crucial in sustaining mental health, as well as the importance of combating feelings of anxiety, helplessness, and depression. The programme encouraged self-efficacy, the knowledge that one can succeed, as a motivational force for attempting new challenges. Research has shown that enhancing job search self-efficacy stimulates participants to engage in intensive job search activities. Positive mental health is a value in its own right; it contributes to the individual’s well-being and quality of life; and also contributes to society and the economy by increasing social functioning and social capital. Positive mental health refers to human qualities and life skills such as cognitive functioning, positive self-esteem, social and problem solving skills, the ability to manage major changes and stresses in life and to influence the social environment, the ability to work productively and fruitfully and to make contributions to the community, and a state of emotional, spiritual and mental well-being (Hosman, 1997; WHO, 2001)..

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Throughout the programme, participants were given lots of opportunities to engage in active learning processes. These involved group brain storming to diagnose problems as well as suggestions of active coping solutions and ways to overcome potential obstacles or barriers. All along, participants were encouraged to analyze their situation for problems or potential difficulties, and to generate their own solutions in true coaching style so they were more committed to their implementation. The group setting was crucial because even if the person can’t come up with a solution, they were exposed to people who could. There were five keys to the success of this programme: One to one coaching formed an integral part of the programme. Participants were encouraged to work with a coach to help them with focus, action planning and forward movement leading to effective job achievement. “POD “activities grew generically from the work carried out during each workshop. Participants worked in groups of four or five, met offline and reported back to the main group weekly. Members of the “POD” groups were rotated in order to encourage networking unless ‘Entrepreneur’ groups were formed when groups were then maintained and became ‘Stable’ Teams Advanced communication skills and presentation skills including skills practice, interview preparation and designing a professional personalised CV for every participant Job campaign strategies, managing mental blocks and emotional well being were a strong focus Facilitators had high levels of social and emotional competencies, including flexibility, empathy, self-confidence First Edition

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Programme

“YES WE CAN” OBAMA 12 |

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and positive outlook. They also had excellent listening skills, talent in giving feedback, skill in facilitating group process and the ability to manage challenge in a constructive manner. They had the skill of navigating ‘prescriptive’ course content with the flexibility of working with participants needs at a high level. Also all facilitators were trained professional coaches with a strong belief in self empowerment and faith in the individuals they were working with. The programme assisted participants to carry out a major reassessment of their own personal situations, their strengths and weaknesses, their career aspirations, and their values and goals in life.

MENTORING

THIS SHOWS THAT PEOPLE UNDER PRESSURE OFTEN NARROW THEIR SEARCH FOR SOLUTIONS AND TEND TO BECOME PREMATURELY INVESTED IN A CERTAIN COURSE OF ACTION. PARTICIPANTS WERE TRAINED IN DIAGNOSING UNEMPLOYMENT PROBLEMS AND GENERATING ALTERNATIVES FOR RE-EMPLOYMENT. THROUGH THE ONE TO ONE COACHING OFFERED ON THE PROGRAMME THEY ALSO RECEIVED TIPS ON ‘INOCULATION’ AGAINST

Many of us will remember the positive slogan Barack Obama used when he was elected as president of the US – “Yes we can.” This is not just a clever use of words but a description of a very powerful mindset. Programme participants were encouraged to reframe negatives to positives such as – I can’t to I can; I’ll try to I will; I should to I could; a problem to an opportunity; helpless to self empowerment. We need to be motivated, challenged and stretched to perceive new horizons.

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not know how to function in this new and unfamiliar world. Whereas once I bounced out of bed in the morning with a great sense of purpose and, dare I say it, importance, now I found it difficult to get out of bed. I had nothing to do and nowhere to go. I did not want to meet old friends as I felt they were sorry for me and I couldn’t bear that. Slowly I was turning into a recluse.

“IT IS NOT THE EVENTS IN OUR LIVES THAT DETERMINE WHO WE BECOME, BUT

There are many aspects to change in our lives, positive and negative. Change can be difficult, unsettling chaotic, unwelcome, but it can also be exciting, challenging and a time for new opportunities. The words of Victor Frankl should be kept in mind – “It is not the events in our lives that determine who we become, but the meaning we choose to place on these events.”

THE MEANING WE CHOOSE TO PLACE ON THESE

CLIENT CASE STUDY “I really did not understand that work played such a central role in my life giving me purpose, structure, a sense of identity, social engagement, status and direction and needless to say a source of income and financial security. It also provided me with the opportunity to use my talents and skills, giving me a source of satisfaction, fulfilment and pride. When I was made redundant I felt all of that was taken away from me. I felt isolated and in many ways a failure. I felt I had lost my identity and really did

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I believe without the programme I would have become seriously depressed. It was wonderful to meet kindred spirits. I found it challenging and enjoyable working with my coach who had such unfailing belief in me. I began to think ‘outside the box’. I am a qualified architect and had worked my way up in a very large organisation over a period of years. My focus had been to return to a familiar work environment however through the coaching process and working with my colleagues on the programme I decided to set up a small consultancy. Six months later I have a number of contracts , providing me with not only a respectable income but also allowing me to spend more time with my family than ever before. My quality of life has improved immensely and I am a happier person than I have ever been. I am not necessarily advocating redundancy as a gateway to a new, more fulfilling life but I now do believe that with positive support people can come out the other side positively” Mark: architect and participant on the Executive Mentoring and Support Programme Paula King is managing director of ECSL and president of the European Mentoring & Coaching Council Ireland www.kingstowncollege.ie u First Edition

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When you come to the edge of all the light you have, and must take a step into the darkness of the unknown, believe that one o Patrick Overton

COMMUNICATION

is like a phone number. If you leave one number out, (only ten percent of the number), the call will not go through. If you dial the area code at the end as an after-thought, the call does not get through. You need all the digits to get through, and you need them in the right order.” Brinkman & KIRSCHNER

HAPPINESS COMES WHEN YOUR WORK AND WORDS ARE OF BENEFIT TO YOURSELF AND OTHERS. - BUDDHA

“

INFUSING

the ordinary with the sense of extraordinary is what happy life is about” - Colm O’Connor the Irish author of “The Courage to Be Happy”

“LEARNING WITHOUT THINKING IS LABOR LOST; THINKING WITHOUT LEARNING IS PERILOUS” —CONFUCIUS

14 | First Edition

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of two things will happen. Either there will be something solid for you to stand on or you will be taught how to fly.”

OUR PERSONAL evolution goes hand in hand with the evolution of our desires. At first they are all about “Me”, then it’s all about “Them” and finally they become about “Us” - Max Leone

THE SECRET to

achieving inner peace lies in understanding our inner core valuesthose things in our lives that are most important to us- and then seeing that they are reflected in the daily events of our lives’ - Hyrum W. Smith

“I DON’T THINK YOU EVER STOP GIVING. I REALLY DON’T. I THINK IT’S AN ONGOING PROCESS. AND IT’S NOT JUST ABOUT BEING ABLE TO WRITE A CHECK. IT’S BEING ABLE TO TOUCH SOMEBODY’S LIFE.” -

OPRAH :

“When you come to the edge of all the light you have, and must take a step into the darkness of the unknown, believe that one of two things will happen. Either there will be something SOLID for you to stand on or you will be taught how to fly.” - Patrick Overton First Edition

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WOM E N -

Work ing or Wa l k i ng?

Women now repres ent 30 p er cent of managers in t he l argest comp anies in Europ e, according to Europ e an Union d at a. An indic at ion of t he p otent i a l ly s eismic shif t t a k ing pl ace in t he management p opu l at ion is t hat fema le he ads of dep ar t ment in t he UK e ar ne d more on average t han t heir ma le counterp ar ts for t he f irst t ime t his ye ar. Therefore we ne e d to quest ion w hy women are ver y much t he except ion to t he ma le r u le at t he hig hest le vel – in b o ardro oms and on exe c ut ive management committe es. On ly 2 p er cent of chief exe c ut ives and presidents, or chairmen of Europ e’s l argest comp anies are fema le, according to Europ e an C ommission st at ist ics. Perhaps is t ime to stop and lo ok a litt le clos er at t he re a lit y for women in t he workpl ace in Irel and in 2011! An ar t icle in t he Har vard Business R e v ie w hig hlig hte d t he resu lts of res e arch c ar r ie d out by t he C enter for Work-L ife Polic y, a Ne w York b as e d not-for-prof it organis at ion. The s ample size of t he sur ve y was 2,443 women. The sur ve y fo c us e d on t wo age g roups: older women age d 28 to 40 and cre ate d a comprehensive and nu ance d p or t rait of women’s c are er p at hs t han has b e en avai l able to d ate. There is a p ercept ion t hat women t a ke far more t ime out f rom t he workpl ace, on average, t han men, howe ver one of t he sur pr ising f indings of t his comprehensive sur ve y is t hat women t a ke t ime of f f rom t heir c are ers for sur pr ising ly shor t p er io ds (1/2 ye ars). Howe ver t his rel at ively shor t c are er inter r upt ion ent ai ls he ave f inanci a l p ena lt ies. The d at a showe d t hat women los e an average of 18% of t heir e ar ning p ower w hen t he y t a ke t ime of f. In business s e ctors t his f igure ros e to 28%. This change in e ar ning p ower imp ac ts dire c t ly on women’s ambit ions. The sur ve y shows t hat w hi le a lmost ha lf of t he men consider t hems elves ext remely or ver y ambit ious, on ly ab out a t hird of t he women do. It app e ars t hat more imp or t ant to women are ot her items on t he workpl ace w ish list: t he abi lit y to ass o ci ate w it h p e ople t he y resp e c t; t he f re e dom to “ b e t hems elves” at work and t he opp or tunit y to b e f lexible w it h t heir s che du les. It s e ems t hat women consider it ext remely or ver y imp or t ant to have t he opp or tunit y to col l ab orate w it h ot hers and work as p ar t of a te am. A maj or it y b elie ve t hat it is imp ort ant for t hem to b e able to g ive b ack to t he c ommunit y t hroug h t heir work and re cog nit ion f rom t heir comp any is ver y imp or t ant to t hem.

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There is ver y litt le argument t hat Women are not t a k ing t heir pl ace in t he B o ard R o oms in Irel and and t he g l ass cei ling is not b eing shattere d at any g re at sp e e d. In an ar t icle in t he Financi a l Times it was note d t hat w here change is happ ening in Europ e, exter na l pressure pl ays an imp or t ant p ar t. In Nor way, t he t hre at of gover nment quot as for women on b o ards, combine d w it h a ver y public annu a l census on diversit y, has help e d to concent rate minds. In t he UK, gover nment, business s cho ols and le ading comp anies have j oine d forces to address t he shor t age of women on b o ards. At an e vent to mark Inter nat iona l Women’s D ay in 2010 t he Inter nat iona l L ab our Off ice (ILO) rep or te d t hat women st i l l face hig her unemployment rates and lower wages t han men. The rate of success women have in bre a k ing t he g l ass cei ling remains slow, une ven and s omet imes dis courag ing . Women cont inue to have more dif f ic u lt y obt aining top j obs t han t he y do lower dow n t he hierarchy. To add conf usion to an a lre ady conf using topic t he S cho ol of Psycholog y at t he Universit y of E xeter have re cent ly publishe d res e arch w hich indic ates t hat t he big gest t hre at to Women in s enior management p osit ions is not t he ‘g l ass cei ling’ but is now t he ‘g l ass clif f ’ – women b eing promote d into r isky, dif f ic u lt j obs w here t he chances of fai lure are hig her. Women are “smashing t hroug h t he g l ass cei ling” of t he UK’s top business es, according to a rep or t in t he Times t his ye ar - Numb ers of fema le dire c tors on t he b o ards of FT SE 100 comp anies had r is en by 20% in t he pre v ious 12 mont hs, it s aid. But t he ar t icle

p os e d a t hor ny quest ion: “Women on b o ard: A help or a hindrance? ” and went on to conclude in no uncer t ain ter ms, t hat women are a hindrance. Shares in comp anies w it h more women dire c tors tende d to under p er for m rel at ive to t he FT SE average, t he p ap er s aid. And comp anies w it hout women on t heir b o ards tende d to outp er for m t he average. One comment ator conclude d t hat “t he t r iumphant march of women into t he count r y’s b o ardro oms has w re a ke d havo c on comp anies’ p er for mance and share pr ices”. Howe ver t he res e arch c ar r ie d out t he Universit y of E xeter indic ates t hat such p essimism may b e premature and unfounde d and t hat rat her t han women le aders c ausing p o or p er for mance, p o or comp any p er for mance may le ad to t he app oint ment of women to p osit ions of le adership. It t herefore app e ars t hat af ter hav ing broken t hroug h a g l ass cei ling women are ac tu a l ly more li kely t han men to f ind t hems elves on a “g l ass clif f ”, me aning t heir p osit ions of le adership are r isky or pre c ar ious. The CIPD w i l l cont inue to work w it h t he Universit y in order to invest igate t he g l ass clif f phenomenon w it h more in-dept h and systemat ic exp er iment a l res e arch into t he pro cess es involve d and t he long ter m implic at ions of pl acing women in pre c ar ious le adership p osit ions. As in t he US, comp anies in t he UK and Irel and are b e coming incre asing ly aware of women’s imp ort ance – in t he l ab our force and as c ustomers. The business c as e for a divers e b o ard and s enior management has b e en made: diversit y issues; ref le c ting t he range of c ustomers t hat us e t he business; or simply ident if y ing a big ger p o ol of t a lent to f i l l imp or t ant vac ancies. Many re as ons are advance d for women’s disinclinat ion to enter cor p orate life in t he f irst pl ace, or inclinat ion to le ave it; t he y prefer c are ers t hat s er ve a cle ar public or s o ci a l go a l; t he y want more f lexibi lit y t han cor p orate hierarchies a l low ; t he y disli ke p ower net works and role mo dels. One obst acle for t hos e cho osing a cor p orate c are er is t he pressure for hig h-f lyers to t a ke rapid promot ion in t heir 20s and 30s w hich c an b e a ver y dif f ic u lt t ime for women w hen t he y have fami ly commit ments. Anot her b ar r ier is t hat women of T E N D O not get t he hands-on exp er ience t he y ne e d to re ach t he top, according to res e arch by C at a lyst, t he

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Ne w York b as e d organis at ion t hat works for fema le advancement. A lt houg h t his is chang ing , women st i l l tend to b e concent rate d in lower-prof i le st af f j obs rat her t han genera l management. What of t he fe w women w ho do end up he ading l arge business es in Europ e? As wel l as hav ing operat iona l exp er ience, abi lit y and tenacit y, t he y have to b e t hick-sk inne d. As t heir rar it y va lue ma kes t hem t he fo c us of intens e me di a s cr ut iny. Sar i B a ld auf, President of Nok i a Net works w ho was ran ke d t he top woman business le ader in Europ e by t he Financi a l Times in 2004 is a woman w it h her fe et f ir m ly in t he ‘re a l’ world. When inter v ie we d af ter b eing pres ente d by t his prest ig ious award she s aid “You ne e d to ma ke sure t hat you a ls o t a ke t ime to do t hings t hat are imp or t ant for you and maint ain your inner ident it y. “ “I am Sar i and t hen I work at Nok i a. I have t his role and I have resp onsibi lit ies and t asks t hat rel ate to t hat. But as a human b eing , I don’t ident if y mys elf w it h t hat role. As a human b eing I ident if y mys elf as Sar i” The res e arch indic ates t hat t he ‘g l ass cei ling’ is st i l l a re a lit y for women but t he s ame res e arch indic ates t hat t here has b e en a shif t for women t hems elves. In many c as es t heir va lue system pre vents t hem f rom buy ing into an organis at iona l c u lture w hich va lues on ly t he sk i l ls t he y br ing to an organis at ion w it h no re cog nit ion of w ho t he y are. Many organis at ions are of fer ing women co aching as a me ans to assist t hem to fe el more emp owere d and va lue d. For a woman w ho is employe d in a p osit ion w here her p e ers are men and her work ing env ironment is dominate d by a ma le c u lture co aching c an prov ide a va lu able ‘s afet y va lve’.

E xe c utive C o aching w i l l r un a Wor k shop on the 26t h of May ‘C o aching for Wom en in Man agement , Admin istr ative and Supp or t Rol es’ in B e w l e ys Hotel, L e op ardstow n , D ublin . This Workshop is d esig n e d to cha l l enge women’s p erc e pti ons of t heir p erforman c e in the workpl a c e, assisting them to d e vel op t heir p er s ona l an d inter p ers on a l sk i l ls in ord er to b ec ome more ef fe c tive an d professi ona l.

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Coaching Certificate

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COACHING IS ONE OF THE FASTEST GROWING INDUSTRIES IN IRELAND TODAY AND EXECUTIVE COACHING SOLUTIONS LIMITED AN IRISH BASED COACH TRAINING COMPANY ARE AT THE FOREFRONT OF COACH TRAINING AND CONSULTANCY. THE RESULTS OF A RECENT SURVEY CARRIED OUT BY THE CHARTERED INSTITUTE OF PERSONNEL & DEVELOPMENT (CIPD) CONFIRMS THE RISE OF COACHING AND ILLUSTRATES ITS GROWING ROLE IN ORGANISATIONS’ LEARNING AND DEVELOPMENT STRATEGIES.

Harnessing Positive Life Changes THE RESEARCH FOUND THAT COACHING BY LINE MANAGERS WAS USED BY ALMOST 90 PER CENT OF THE SAMPLE, WHILE 64 PER CENT OF THE RESPONDENTS USED EXTERNAL PRACTITIONERS. AND THE USE OF COACHING HAS NOT YET REACHED ITS PEAK!.

Organisations utilise coaching for three main reasons to improve individual performance, productivity and skills and have traditionally recruited external coaches to assist with this process. Research, however, indicates that the major focus for the next few years is building internal coaching expertise by developing the skills of managers and internal coaches. The Diploma in Personal & Executive Coaching offered by Executive Coaching Solutions Limited (ECSL) attracts students from industry and consultancy due to its modular content encompassing every aspect of coaching and as the area of accreditation has grown in importance over the years prospective students to this programme are reassured of the high quality of the programme. This prestigious course is the only coach training course in Ireland to achieve the European Mentoring and Coaching Council quality assurance award. Coaching has become the largest growth area in HR development activity and therefore it is important that HR professionals ensure that the coach training company of their choice can truly offer them the quality assurance necessary. Paula King Director ECSL says “Coaches are keen to raise the reputation of their industry and ensure that practitioners operate in an ethical fashion. Professional bodies and associations have been working enthusiastically on codes of practice, ethics, guidelines and standards to raise levels of practice. “ King is the President of the Irish Network of the European Mentoring and Coaching Council and is actively involved in establishing best practice in the area of Coaching and Mentoring in Ireland. ECSL define coaching as ‘developing a person’s skills and knowledge

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COACHING HAS BECOME THE LARGEST GROWTH AREA IN HR DEVELOPMENT

so that their performance improves, leading to the achievement of personal, team and organisational objectives.” The following are some generally agreed characteristics of coaching in organisations: • • • • • • •

It is essentially a non-directive form of development. It focuses on improving performance and developing individuals’ skills. Personal issues may be discussed but the emphasis is on performance at work. Coaching activities have both organisational and individual goals. It assumes that the individual is psychologically well and does not require a clinical intervention. It provides people with feedback on both their strengths and their weaknesses. It is a skilled activity.

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ECSL is the only coach training organisation in Ireland with FETAC Quality Assurance and their Diploma has accreditation through the Institute of Leadership and Management and the International Institute of Coaching with quality assurance through the EMCC it. Anne Margaret Clancy from Ernst & Young says that “After researching the marketplace I picked ECSL as the Coach Training Organisation I wanted to work with to gain my coach qualification. Their training is of the highest standard, they have a Learner Protection Policy in place and I now have a qualification which gives me real credibility”.

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3 COURSES THAT COULD CHANGE YOUR LIFE

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IN 16 C 0 LI LU HO VE D U I R TUNG S O TO 6 H NLI RI OU NE A RS

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