ICF辅导教练（Mentor Coaching）职责和能力

国际教练联合会（ICF）将导师辅导定义为提供专业协助，以实现和证明教练申请人（受训者）所需学历水平要求的教练能力水平。此外，导师辅导是指对申请人（受训者）进行辅导，使其掌握辅导技能，而不是指导其练习、生活平衡或其他与申请人辅导技能发展无关的主题。


职责


ICF导师教练：


1、建立有效的客户关系启动和签约模型

2、与潜在受训者充分探讨他们希望实现的目标

3、确保双方都清楚指导的目的

4、与受训者合作制定成功措施

5、充分讨论费用、时间框架和导师-辅导关系的其他方面

6、告知受试者ICF道德规范的各个方面

7、告知受试者道德行为审查委员会的可用性

8、通过鼓励潜在的受训者面试多个导师-教练候选人来支持受训者的自信心，以找到最佳匹配者

9、不保证受训者通过辅导将获得他/她正在寻求的证书级别


10、通过回顾和提供一系列受训者辅导课程的口头和书面反馈，关注核心能力发展

a、 这些课程一次进行一次，每个课程之间都有一个反馈课程，在两个课程之间留出足够的时间，以便纳入受试者的学习和发展。


11、使用会议中的有针对性的例子，提供具体的口头和/或书面反馈，以便：

a、 受训者将确切地知道他/她做得好的方面。

b、 受训者了解需要做些什么才能更深入地掌握辅导。


12、证明他/她正在同时从多个层面了解受试者，并且能够在以下情况下掌握所有这些：

a、 受训者是谁

b、 受训者在寻找什么

c、 尊重受训者的独特风格


个人特征


ICF导师教练：

1、值得信赖，能够与受训者在适应性、化学性和兼容性方面建立联系。

2、鼓励受试者超越受试者最初认为可能的范围，帮助扩大其创作过程的人。

3、表现出平等的伙伴关系，表现出开放、脆弱和愿意承担适当的风险，例如，在提供可能使一方或双方感到不舒服的反馈时。

4、理解并能够对伙伴关系的价值进行建模，例如，允许/鼓励受训者在设计课间工作领域时发挥领导作用，从而实现更强大、更有效的辅导。

5、能够在整个过程中支持和真实地庆祝受训者是谁、她/他的成就和成长。

6、对自己的工作有安全感，能够对每位学员的独特风格表示赞赏和尊重。

7、鼓励受训者发展自己的教练风格

8、愿意让自己和受训者对表现负责，并定期鼓励相互评估关系的有效性。


能力


ICF导师教练：

1、倾听内容之外的内容，以辨别与核心能力相关的技能的应用（即，客户的技能与方向、技能与风格或技能与结果）

2、倾听各个层面：身体、智力、情感和直觉

3、平等倾听优势和增长领域

4、意识到并允许风格、文化和语言的差异。

5、对ICF在评估认证考试过程中使用的记录辅导课程时使用的评估工具有实际知识。

6、倾听个人能力的存在和整体技能水平。

7、能够区分哪些关键的潜在能力可能会导致无效或有限的辅导影响。

8、能够辨别并清楚地表达所展示的技能水平与要达到的下一个技能水平之间的差距。

9、使用基于能力的语言和指导中的具体行为示例，识别并阐明成长、能力使用和技能水平的领域。

10、使用尊重、清晰、无判断的语气，为提供反馈创造一个安全可靠的空间。

11、用具体细节和示例阐述观察到的内容以及进入下一个技能水平所需的具体发展，并对反馈的影响保持敏感。

12、提供与每个具体辅导核心能力相关的反馈，识别优势和潜在增长领域。

13、展示相对于任何辅导模式偏好的自我管理能力，并专注于与核心辅导能力相关的技能评估。


*由教练培训组织协会（ACTO）和国际教练联合会（ICF）合作开发。


Mentor Coaching Duties and Competencies


The International Coaching Federation (ICF) defines Mentor Coaching as providing professional assistance in achieving and demonstrating the levels of coaching competency demanded by the desired credential level sought by a coach‐ applicant (mentee). Furthermore, Mentor Coaching means an applicant (mentee) being coached on their coaching skills rather than coaching on practice building, life balance, or other topics unrelated to the development of an applicant’s coaching skill.

Duties

ICF Mentor Coaches:

  1. Model effective initiation and contracting of client relationship

  2. Explore fully with a potential mentee what they are looking to achieve

  3. Ensure both are clear about the purpose of the mentoring

  4. Establish measures of success in partnership with the mentee

  5. Fully discuss fees, time frame, and other aspects of a Mentor Coaching relationship

  6. Inform the mentee regarding all aspects of the ICF Code of Ethics

  7. Inform the mentee of the availability of the Ethical Conduct Review Board

  8. Support mentee self‐confidence by encouraging potential mentees to interview more than one mentor coach candidate in order to find the best match

  9. Make no guarantee to the mentee that as a result of the mentoring the mentee will obtain the credential level s/he is seeking

  10. Focus on core competency development by reviewing and providing oral and written feedback on a series of the mentee’s coaching sessions

a. These sessions are to be conducted one at a time, with a feedback session between each one, giving enough time between sessions to allow for incorporation of the mentee’s learning and development.

  1. Provide specific verbal and/or written feedback, using targeted examples from the sessions so that:

    1. The mentee will know exactly what s/he is doing well.

    2. The mentee understands what needs to be done to develop a deeper level of mastery in coaching.

  2. Demonstrate that s/he is learning about the mentee at many levels at once and is able to hold all of that in the context of:

    1. Who the mentee is

    2. What the mentee is seeking

    3. Honoring the mentee’s unique style



Personal Traits

The ICF Mentor Coach:

  1. Is trustworthy and has the ability to connect with the mentee in terms of fit, chemistry and compatibility.

  2. Is someone who encourages the mentee to reach beyond what the mentee initially feels is possible, assisting in broadening their creative process.

  3. Demonstrates equal partnership by being open, vulnerable and willing to take appropriate risks, for example, in providing feedback that may make one or both individuals uncomfortable.

  4. Understands and is able to model the value of partnership and, as an example, allows/encourages the mentee to lead in designing areas to be worked on between sessions that will lead to more powerful, leveraged coaching.

  5. Has the ability to be supportive and authentic in celebrating who the mentee is, her/his achievements and growth throughout the process.

  6. Is secure in their own work and is able to demonstrate appreciation and respect for the unique style of each mentee.

  7. Encourages the development of the mentee’s own coaching style

  8. Is willing to hold both self and mentee accountable for performance and to periodically encourage mutual assessment of the effectiveness of the relationship.


Competencies

The ICF Mentor Coach:

  1. Listens beyond content to discern application of the skills related to the core competencies (i.e. skill versus direction, skill versus style or skill versus outcome for the client.)

  2. Listens on all levels: physical, intellectual, emotional and intuitive

  3. Listens equally for strengths and areas for growth

  4. Is aware of and allows for differences in style, culture, and language.

  5. Has a working knowledge of the assessment tools used by the ICF in the evaluation of recorded coaching sessions used in the credentialing exam process.

  6. Listens both for the presence of individual competencies and for the overall totality of skill level.

  7. Has the ability to distinguish which critical underlying competency (s) may be giving rise to ineffective or limited coaching impact.

  8. Can discern and articulate the gap between levels of skill demonstrated and next skill level to attain.

  9. Discerns and articulates areas of growth, competency use, and skill level using competency based language and specific behavioral examples from the coaching.

  10. Creates a safe and trusting space for the delivery of feedback, using a respectful, clear, judgment free tone.

  11. Articulates with specific detail and examples, what is being observed and the specific development needed to move to the next skill level, delivered with sensitivity to the impact of the feedback.

  12. Offers feedback that is relevant to each specific coaching core competency, recognizing strengths as well as potential growth areas.

  13. Demonstrates the ability to self‐manage relative to any coaching model preferences and stay focused on the skill assessment related to the core coaching competencies.



*Developed in partnership between the Association of Coach Training Organizations (ACTO) and the International Coaching Federation (ICF).



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