Academic background and executive coach training.

Abstract

This study investigated how an academic background in clinical or counseling psychology relates to executive coach training. A debate exists over the training options for executive coaches, and we sought to elucidate the perspective on clinical or counseling psychology as a viable pathway for an executive coaching career. Our sample consisted of doctoral-level psychotherapists-turned-coaches who began their executive coaching through an experiential training program at an internal organization development consulting office within the U.S. Department of Veterans Affairs. Participants were interviewed, and the data were analyzed using thematic content analysis. Some of the resulting themes included clinical skills and training used in executive coaching, similarities and differences between therapy and coaching, relationship dynamics, and practitioner style. Interview excerpts are presented to exemplify the themes. Overall, the findings imply that—given the experiential nature of their training and reliance on skills learned in clinical or counseling psychology graduate programs—this academic background in addition to hands-on, supervised experience and/or mentoring is sufficient for an executive coaching career. The descriptive accounts offer explanations and examples of how the clinical or counseling skills apply to coaching that we hope will be of interest to therapists and counselors pursuing executive coaching careers.

Who is a coach and who is a coaching psychologist? Professionalising coaching psychology in the United Kingdom

“…It has been argued that differences in behaviour between psychologists and nonpsychologist coaches cannot be directly observed in the coaching room, and that the difference may lie in psychologists simply being more capable of explaining underlying theories to their approach to coaching (Passmore, 2009a). Yet evidence suggests there are further differences here, for example, in how c-psychologists consider and process information about the client (Bono et al, 2009;Yanchus et al, 2020) and in their coaching focus (e.g. greater focus on goals that support behavioural change; Bono et al, 2009).…”

“…Studies did not explore or compare the psychological experiences of coaches and c-psychologists, nor the cognitive processes of a non-psychologist coach versus a c-psychologist during coaching. One qualitative study by Yanchus et al (2020), explored the experiences of how clinical and counselling psychologists coach executive clients. The study supports the likely differences here, for example in the way that data is gathered, synthesised and interpreted:…”

“…How can I be successful as coach if I don't incorporate that?" (p.4) Yanchus et al (2020) suggest it is helpful to have training in organisational development and leadership structures in order to understand and appreciate the systemic factors that impact the coachee in the context of executive coaching, although it was concluded that experiential learning may be adequate as preparation here. We call for further research that explores the phenomenon of coaching from the perspective of c-psychologists and non-psychologist coaches to understand more, the similarities and differences so that this dialogue can continue.…”

The Perceived Applicability of Coaching Skills among Human Resource Business Partners of South African State-Owned Entities

“…Therefore, rapport is the foundation of any coaching relationship. 2022, 03(2), 106─120 Communication is enhanced when two people have a rapport (Yanchus et al, 2020). It is, therefore, plausible that the credible activist, when equipped with the skills of building and maintaining relationships within the HRBP, is positioned as an effective partner.…”