Career Coaching: An Insider’s Guide [Hardcover ed.] 0891061843, 9780891061847

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CAREER COACHING AN INSIDER'S GUIDE INCLUDES THE

CAREER COACH'S

A\

TOOLBOX

MARCIA BENCH

CAREER COACHING

Whether you're a novice or a seasoned professional, Career Coaching can help you articulate definitions

and standards

debunk mytns

for career coaching,

and misunderstandings about what

it

takes to be a

career coach, and guide your clients to not only find

jobs they enjoy but

Author

Bench

Marcia

—

models

method—for

clients,

Quantum

fulfillment

distinct

approach

Shift!™

to

coaching

in

their

work.

dialogue from actual coaching sessions,

dozens

of

coaching questions for use with

and providing

thirty

ments, Career Coaching for

two

helping clients reach their goals faster

and achieve greater

offering

integrates

the Authentic Vocation"

career design and the

Utilizing

their true calling.

fulfill

anyone

in

the

field.

is

worksheets and assessan invaluable resource

mm

"

Praise for Career Coaching

9

"A 'must read for

anyone wanting

to help

another person be a

valuable contributor in the world of work. If

a manager, a leader of teams, or someone people,

you

will find this

you are a

who

recruiter,

loves to help

book both an inspiration and a

powerful resource.

—Cynder Niemela, executive and team coach, High Impact Teaming; coauthor

"One of the best books

I

have read.

A

It's

Teams

based soundly on behav-

information relevant to job search

ioral theory, yet full of timely logistics.

of Leading High Impact

rare combination!"

—Shannon Jordan,

Director, Career

Development,

University of California, San Diego Extension

"Should be on the 'must read

1

list

for

all

trainers, therapists, job search advisers

new entrants.

Life

coaches

was inadequate for helping

who

career counselors,

—

the experienced

and

are discovering their training

clients

with career issues would in

particular benefit from this book."

—Paul Stevens, Director, The Centre (Sydney, Australia)

for Worklife

Counseling

CAREER COACHING

Digitized by the Internet Archive in

2014

https://archive.org/details/careercoachinginOObenc

CARE E R COACHING AN"

INSIDERS GUIDE

MARC IA BENCH

DB Davies-Black Publishing Palo Alto. California

Published by Davies-Black Publishing, a division of CPP, Palo Alto,

Inc.,

3803

East Bayshore Road,

CA 94303; 800-624-1765.

Special discounts on bulk quantities of Davies-Black books are available to corporations,

professional associations,

and Sales

and other organizations. For

at Davies-Black Publishing,

3803

details,

contact the Director of Marketing

CA 94303; 650-

East Bayshore Road, Palo Alto,

691-9123; fax 650-623-9271.

© 2003 by Davies-Black Publishing, a No part of this book may be reproduced, stored in

Copyright

division of CPP, Inc. All rights reserved.

a retrieval system, or transmitted in

any

form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission of the publisher, except in the case of brief quotations embodied in critical articles or reviews.

Davies-Black and colophon are registered trademarks of CPP, Inc. Myers-Briggs Type Indicator

and MBTI are trademarks or registered trademarks of the Myers-Briggs Type

and other countries. Strong

Indicator Trust in the United States registered

Interest Inventory is a

trademark of Stanford University Press. Authentic Vocation and OuantumShift!

are trademarks of Marcia Bench.

Tools in the Career Coach's Toolbox

with individual clients

Bench, Career Coaching: An resale

is

may

only. All copies

be reproduced for personal or professional use

must contain the following

Insider's Guide.

credit:

a violation of copyright law. In addition, the Toolbox forms

group seminars, training programs, group coaching, or written consent of the author.

"© 2003 Marcia

Reprinted with permission." Reproduction for

similiar uses

may

not be used in

without the express

Such consent may require the payment

of a licensing

fee,

at the author's discretion. Visit

the Davies-Black Publishing

07 06 05 04 03

10 9 8 7 6

5

4

web 3

2

site at

www.daviesblack.com.

1

Printed in the United States of America Library of Congress Cataloging-in-Publication Data

Bench, Marcia Career coaching p.

:

an

insider's guide

/

Marcia Bench,

cm.

Includes bibliographical references and index.

ISBN 0-89106-184-3 (hardcover) 1

.

Vocational guidance. 2. Career development.

4. Job hunting.

I.

3.

Career changes.

Title.

HF5381.B3564 2003

650.1—dc22 2003018128 FIRST EDITION First

printing

200 3

Contents

Acknowledgments

ix

Introduction

xi

About the Author and Career Coach

Part

xv

Institute

One

THE PRACTICE OF CAREER COACHING 1

The

2

Ethical Considerations in

Field of Career Coaching:

What It Is and

Is

Not

Coaching

Part

3

21

Two

THE AUTHENTIC VOCATION™ MODEL OF CAREER DESIGN 3

Overview of Authentic Vocation

4

Authentic Vocation Factor

1: Life

5

Authentic Vocation Factor

2:

Values

51

6

Authentic Vocation Factor

3:

Motivators and Interests

57

7

Authentic Vocation Factor

4:

Knowledge,

29 Purpose

39

Skills,

and 65

Abilities

8

Authentic Vocation Factor

5:

Work and Other Experience

71

9

Authentic Vocation Factor

6:

Job/Career Targets

79

10

Authentic Vocation Factor

7:

Work Environment

83

11

Authentic Vocation Factor

8:

Business Reality

89

vii

Part Three

QUANTUMSH

I

COACHING PRINCIPLES

FT!

12

The OuantumShift! Coaching Model

103

13

Initiating the

Coaching Relationship

113

14

Three Core Coaching Competencies

125

c

1J

Level 1 Coaching

i^ti

16

Level 2 Coaching

149

17

Level 3 Coaching

161

18

The Role

19

Advanced Coaching

1

of Intuition

and Deep Listening

in

Coaching

169 181

Skills

Part Four

JOB SEARCH 20

MECHANICS

The Job Search: Developing a Marketing Plan and Allowing

for

207

Synchronicity

221

21

Tactics for the Published Job Market

22

Strategies for the Unpublished Job

23

Resume Design

24

Interviewing Strategies That Get the Job

257

25

Evaluating Job Offers: Wants Versus Needs

273

26

Negotiating the

Market

Secrets

Optimum Compensation Package

231

243

279

287

Conclusion

THE CAREER COACH'S TOOLBOX Toolbox Contents

295

Appendix

1

Frequently Asked Questions About Career Coaching

369

Appendix

2:

ICF Coaehing Core Competencies

37 5

Appendix

3:

Starting a Career Development Initiative at

:

Your Company

377

Notes

381

Index

385

Acknowledgments

This book

—including the content drawn from

class sessions

—could

not have been written without the support and assistance of

many

people over the past three years. The author wishes to thank the following individuals for their input, editing assistance, ideas, client stories,

and other contributions.

Donna Andronicos Joyce Baker

www.coachingyourbusiness.com

Denise Bane

www. or riscenter. com

Jennifer Bergeron Scott Blanchard

www.coaching.com

Wendy Enelow

www.cminstitute.com

Timi Gleason

www.executivegoals.com

Tracy Heller

www tracy heller, com

Geri Jamison

www.administrativevirtual.com

Tom Jones, PCCC

www.careerplanninguniversity.com

Kathy Keeton

ix

CAREER COACHING

X

Meg Montford, PCCC www.abilitiesenhanced.com PCCC www.cpcoaching.com Ann Ronan, PCCC www.authenticlifeinstitute.com Laurie Toyama

Janine Moon,

I

must also acknowledge all the students in the Career Coach program past, present, and future! Thanks as well to my

—

Institute

personal career coaching clients, for the richness you have brought to

my life own

—

it is

callings

truly a privilege to see

and

Finally, to

much

—

you become willing

to follow

your

assist others in following theirs.

my husband, Jay,

I

appreciate your love

you provide an environment

in

which

I

and support so thrive and

can

my life's purpose. My heartfelt desire is that each of us can identify and pursue the

express

work that has such meaning and passion for us that when we wake up in the morning, we can't wait to get started doing those things that express our Authentic Vocation™!

—Marcia Bench

—

Introduction

you are thinking about becoming a career coach

If

—whether work—then

ing for yourself or coaching within your organization

book

is

written for you.

Its

this

contents were developed with several pur-

poses in mind: 1

.

To articulate definitions and standards for career coaching. While the field of career guidance has a history spanning

over one hundred years, the years old.

And combining

been done in the past

field of

coaching

is

less

than

fifteen

the two into career coaching has only

five to

ten years at most.

director of the world's premier career

As founder and

coach training orga-

I want to share with you the and models we teach our students drawn from those of the International Coach Federation with the hope that these will become the recognized standard in the career coaching community.

nization, Career definitions,

Coach

Institute,

standards,

—

xi

CAREER COACHING

xii

2.

To debunk the myths and misunderstandings about my interactions with both coaches and

career coaching. In

client representatives worldwide,

it

is

clear that very different

concepts of the qualifications for career coaching

example, in Australia and

much

of Europe,

is

it

exist.

For

commonly

thought that a career coach should have a psychology degree and/or background in order to coach. In the

U.S., this is

not the

understanding. Career counselors provide in-person, one-hour

most career coaches work by phone

sessions;

ments. In chapter

1,

we

describe these

and other

and

ourselves.

create greater clarity for our clients 3.

in half-hour incre-

differences to

To help more people enjoy their work. Over the eighteen 3'ears

I

have worked in the career development industry, one has not changed:

statistic

less

than completely

changing that

tributes to

the

at least

satisfied

61 percent of Americans are

with their work. This book con1

fact in

two ways:

first,

people entering

of career coaching experience the satisfaction that

field

comes from

this

work: and second, as more career coaches work

with clients to help them discover their Authentic Vocation™, their clients

choose work that

is

congruent with

who

they are,

increasing their satisfaction as well.

The book is patterned after the curriculum we teach at Career Coach Institute (www.careercoachinstitute.com), which I founded in 2001 as the first virtual career coach training program in the world. It outlines the key principles career coaches need to know to work effectively

with

clients.

Part I introduces the clarifies

how

field of

career coaching and

career coaching differs from related

its

fields.

history,

The

and

ethics of

coaching are also addressed. In part 2,

all

eight factors of the Authentic Vocation

career design are explained in detail,

model

together with coaching

tips

of

and

resources to use with clients. In part

3,

we

shift

gears and explore the OuantumShift!™ model

which we use to draw forth the factors of our clients' Authentic Vocation and help them move quickly to the work that is most satisfying for them. QuantumShift! also enables clients to

of coaching,

INTRODUCTION overcome obstacles that may be standing

xiii

in the

way

of their ideal

work, whether they involve the circumstances of their belief

system or

identity. All

life

or their

seventy of the coaching competencies

Coach Federation (ICE

of coaches certified by the International

www.coachfederation.org) are touched on in this part, culminating

with a chapter discussing advanced coaching

skills.

Part 4 provides the best current thinking on

how

search mechanics, from

to

all

aspects of job

customize job search techniques

for

various client needs to resume design, interviewing techniques, and negotiation of the compensation package.

The conclusion addresses coach

self-care

and the

traits of

mas-

terful coaches.

The Career Coach's Toolbox contains thirty coaching tools including forms, worksheets, checklists, and other instruments. You are free to use any of these with your individual clients if they help you to implement the concepts and principles outlined in the book. If you wish to use them in a classroom setting, we ask that you contact us directly at

[email protected] to describe the type of

we can determine whether any use fee should be assessed. The Career Coach's Toolbox is followed by three appendixes: fre-

use so that

quently asked questions about career coaching, a

coaching core competencies, and guidelines career development

We will

hope that

use them to

clients.

them

And

if

if

program within you

their

for those

list

of the ICF

implementing a

company.

find value in the concepts in this book,

facilitate

transformation and

you would

like to

you

new discoveries in your

experience the power of exploring

in the context of a learning

community, you may wish

to

consider enrolling in one of the career coach training programs offered by Career

We

Coach

Institute.

share this material in book form to demonstrate our core

commitment

to operating

any of the content of Internet, in a

this

from an abundance mentality.

book

in written materials

If

you use

—whether on the —we simply

magazine or journal, or in the classroom

ask that you respect our copyright and give credit where credit

Happy coaching!

is

due.

About the Author and Career Coach Institute

Marcia Bench

is

a Master Certified Career Coach™ and nationally

respected expert in the job/career transition

field.

She has been

coaching and consulting both individual and corporate clients since

1986.

A

former attorney, Marcia has authored nine previous books,

including

When

Transition

(Simon and Schuster), and has been a featured speaker/

9

to

5

Isn't

hundred

Enough (Hay House) and Thriving

in

and national conferences, as well as a guest on numerous television and radio programs. Marcia's coaching experience includes work with managers and executives from firms such as Oualcomm, Intel, Intuit, Kellogg's, FedEx, Westinghouse, Willamette Industries, Raytheon, US West, Shell, PetCo, and Kimberly Clark, among others, as well as with dozens of business owners, professionals, and military officers entering the civilian work force. Marcia founded Career Coach Institute (CCI) in 2001 and currently serves as its director and CEO. The firm is the premier virtual trainer at over four

local, regional,

XV

CAREER COACHING

xvi

career coach training program in the world. training

program augmented with optional

It

offers a self-paced

teleclasses

and

live train-

who wish to become independent career coaches, as well who wish to do career coaching inside their organization.

ing to those as to those

Prior to her tenure with CCI, Marcia

a dot-com executive career

management

viously spent ten years as president of

was senior

vice president in

firm for four years, and pre-

New Work

Directions, a busi-

ness and consulting firm she founded. She developed her expertise in

business start-up and

management

in part

practicing attorney specializing in business

Marcia holds a of

Law

of Lewis

&

Juris Doctorate degree

during her four years as a

and employment

issues.

from Northwestern School

Clark College and a bachelor of science degree in

psychology from Western Oregon University. In addition, she Certified Career

Management

is

Practitioner through the International

Board of Career Management

Certification,

a Certified Business

Coach, a Certified Teleleader, and a Master Certified Career Coach. For further information, or to talk with Ms. Bench, contact:

Career Coach Institute P.O.

Box 5778

Lake Havasu

City,

a

AZ 86404

[email protected]

866-CCOACH-4 www.careercoachinstitute.com

PART ONE

THE PRACTICE OF CAREER

COACHING

1

The Field of Career Coaching:

What

It Is

"Working with people

and

is difficult,

Is

Not

but not impossible/'

—Peter Drucker

Emerging from the roots of career development established by Frank Parsons in the early 1900s, career coaching

is

the newest methodol-

ogy available to help people achieve job and career

Whether

make

it is

satisfaction.

used to help people find greater fulfillment at work, to

job or career changes, or to retire, both individuals

and orga-

nizations increasingly see a need for career coaching. Consider these

recent developments: •

The average worker today holds nearly ten jobs six and several careers in his or her lifetime

before age thirty-

The number of those working in business computer businesses, and microbusinesses

services, virtual/

1

•

quickly that they labor market 2 •

now

—and

increasing so

is

constitute the largest sector of the U.S.

a significant

number

of

them

are coaches

Coaching has been rated one of the top ten home-based businesses to start

5

CAREER COACHING

4

•

Hundreds

of thousands of employees have been laid off by cor-

porations of tion •

all sizes

in virtually every industry

due

to consolida-

and downsizing

and values have taken center stage as companies such as Enron, WorldCom, Arthur Andersen, and others have had sysEthics

temic breaches of ethics revealed, resulting in stricter standards for reporting in all •

major corporations

Recent world events have caused priorities

and

to

commit

to a

life

How do people make sense of often seek a career coach.

One

people to question their

of greater

this

of

many

meaning

changing climate? Today, they

my

clients, Debbie,

had been

employed by a world leader in the wireless telecommunication industry for eight years, beginning at the onset of the IT

her

way up from

had

sales representative to senior

direct contact

new and

with both

boom. She worked

account manager and

existing corporate clients for

the company's products. Then, in a reorganization of her depart-

ment, she was relegated to sales administration tion,

which

—a back-office

significantly decreased Debbie's job satisfaction.

posi-

What she

had enjoyed most was having direct contact with the clients and "making deals." Meanwhile, Debbie's employer had made a generous stock option program available to its employees, and her options had been steadily increasing in number and projected value. This created a dilemma for Debbie: Should she stay at the company for the financial benefits or should she seek other employment to regain a sense of satisfaction?

During her personal time, Debbie began exploring other tions,

both within her organization and at other companies.

formed software company expressed interest in hiring her and mately offered her a position as vice president at an increased

What made tive

the position even

more appealing was

ulti-

salary.

that the prospec-

employer wanted her to work from home, allowing her

more time with her two young

posi-

A newly

to

spend

children. However, Debbie's stock

options from her current employer were expected to be worth

$2 50, 000 within two them all.

years.

If

she

left

the company, she would lose

— THE FIELD OF CAREER COACHING

It

was

She sought sion

and

at this point that

my

Debbie came to

make

assistance to help her

to facilitate her transition to this

searching, depending

me

S

coaching.

for career

this difficult career deci-

new job

—or

to further job

on which choice she made. Through career

coaching, she was able to more objectively see the conflicting values involved in the situation and the implications of the various possibilities.

We discussed how she could fully take advantage of the opportu-

nities presented. After

some

reflection, she decided to take the

new

position.

Debbie has thoroughly enjoyed her newfound independence and increased family time, and she feels challenged by her

Though

it

would have been hard

to predict,

new

duties.

the stock options

formerly valued at a quarter of a million dollars are

now

nearly

worthless anyway: the IT industry's collapse caused the company's stock to toll

plummet

to a fraction of

its

former value. The emotional

from staying in the unfulfilling job would only have been

compounded by the loss of her stock option nest egg. Debbie is exceedingly glad she followed her passion

and sought greater

satisfaction

elsewhere.

Debbie

is

just

one example of

and

individuals facing transition,

how it

career coaching can benefit

can also benefit companies. In

response to both economic and other kinds of often retain career coaches to help employees tive.

•

organizations

become more produc-

Consider some of the results:

Coaching

is

now

a

$630

million industry

corporate and individual applications •

shifts,

and encompassess both

4

—

Companies in which employees become engaged that is, become fully involved in and matched well with their work experience a rise in sales, customer loyalty, and profits 5

•

Companies that

offer training

increase in productivity, but figure rises to •

when combined with coaching

that

88 percent 6

Coaching provided vides a return

alone experience a 22.4 percent

to executives within

major corporations pro-

on investment of 5.7 times the

cost of the coaching

7

CAREER COACH ING

6

The Coaching Industry As an

industry, coaching

Thomas Leonard

—who

only about fifteen years old. The late

is

founded Coach University the

first

coach

was involved in founding the International Coach Federation (ICF) in 1994; and founded Coachville in 2001 is credited with first applying the term and concept of coaching outside the athletic context. The ICF currently has over six thousand members in nearly 150 chapters in over thirty-six countries. Its membership, conference attendance, and programs are steadily growing. In addition to serving as a membership organization for training organization, in 1992;

—

coaches,

it

also offers a referral service to help clients find coaches

meeting their stated

and

sets ethical

criteria, accredits

coach training organizations,

standards for the industry.

Currently, there are over

many

120 coach

training organizations in

which have sprung up since 2000. Only since 1995 has coaching been applied to career guidance. Since coaches are not required to register with any association or body to begin

existence,

practice,

it

is

of

difficult to

determine exactly

how many

coaches are

currently in practice. However, the ICF estimates that there are at least

twenty thousand coaches practicing full-time worldwide, with

75 percent of those in the United States. 8

The coaching profession is projected to continue its rapid growth for the foreseeable future. As the workplace evolves and corporations yield to new ways of doing business, career coaching will play a key role. And as individuals seek more "high touch" to compensate for the "high tech," as John Naisbitt and Patricia Aburdene describe in Megatrends 2000. 9 career coaching can be one of the channels for a personal touch, to help workers cope with an unsettled workplace.

Specialties in

Coaching

Although coaching cessful

coach

is still

a relatively

coaches find they need to to claim a

set of issues

Institute,

profession,

most suc-

niche in the marketplace and to establish a discrete

on which

LLC

young

specialize. Specializing allows the

and develop competence. Career Coach which I am founder and director, was the first

to focus

(CCI), of

THE FIELD OF CAREER COACHING

virtual

niche.

coach training organization

Among

the

many

to focus

7

on the career coaching

other specialties that coaches

may

choose

are the following: •

Accountants' coaching

•

Networking coaching

•

Addiction coaching

•

Nutrition coaching

•

Attraction coaching

•

Organization coaching

•

Book coaching

•

Parenting coaching

•

Communication coaching

•

Personal coaching

•

Computer coaching

•

Relationship coaching

•

Corporate coaching

•

Retirement coaching

•

Creativity coaching

•

Sales coaching

•

Entrepreneurial coaching

•

Speakers' coaching

•

Executive coaching

•

Spiritual

•

Financial coaching

•

Success coaching

•

Fitness coaching

•

Team coaching

•

Human resource coaching

•

Therapists' coaching

•

Image coaching

•

Transition coaching

•

Lawyers' coaching

•

Web coaching

•

Life

coaching

•

Wellness coaching

•

Life

purpose coaching

•

Writers' coaching

•

Marketing coaching

coaching

Even within the specialty field of career coaching, our students and graduates are creating many subspecialties, including

women

•

Career coaching for

•

Executive career coaching

— CAREER COACHING

8

•

Industry-specific career coaching

banking, •

information technology,

(e.g.,

sales, law, etc.)

Internal career coaching

(i.e., coaching within an organization and implement a career development initiative company-wide, of which coaching is one component)

to develop

•

Interview coaching

•

Pre-retirement coaching

•

Spiritual career

•

Transition coaching

coaching (e.g., for clients

moving from corporate posi-

tion to entrepreneur)

Definitions of Coaching So what

is

this thing called

coaching anyway?

And how does

from counseling, mentoring, and other related stated,

coaching

is

specialties?

Through

niques.

it

Simply

and other

tech-

the coach helps the client explore the issues the

wishes to resolve,

clarify,

and together implement or work

or understand,

they develop actionable outcomes for the client to

on between

differ

a series of interactions between coach and client

that includes questioning, observation, feedback,

client

it

sessions.

The ultimate

result

is

that the client achieves

—

and even exceeds his or her stated goals. While there are many definitions of coaching, the most universally accepted is that of the International Coach Federation, as follows.

ICF Philosophy of Coaching

The International Coach Federation adheres

to a

form of coaching life and work,

that honors the client as the expert in his/her believes that every client

is

creative,

resourceful,

and whole.

Standing on this foundation, the coach's responsibility •

Discover, clarify,

•

Encourage

and align with what the

client self-discovery

client

is to:

wants

to achieve

THE FIELD OF CAREER COACHING client-generated solutions

•

Elicit

•

Hold the

client responsible

and

9

strategies

and accountable

ICF Definition of Coaching Professional coaching

is

an ongoing professional relationship that

helps people produce extraordinary results in their businesses, or organizations.

lives,

Through the process

careers,

of coaching,

deepen their learning, improve their performance, and

clients

enhance

their quality of

life.

In each meeting, the client chooses the focus of conversation,

while the coach listens and contributes observations and ques-

and moves the client into Coaching accelerates the client's progress by providing greater focus and awareness of choice. Coaching concentrates on where clients are now and what they are willing to do to get where tions. This interaction creates clarity

action.

they want to be in the future, recognizing that results are a matter of the client's intentions, choices,

and actions supported by the

coach's efforts and application of the coaching process. Source: International

Coach Federation, 2002. Reprinted with permission.

See www.coachfederation.org/abouticf/standards.htm.

At Career Coach

Institute,

we carry many

into career coaching, but further elaborate

coaching to job- and work-related

issues.

With

of the same elements on the application of

this in

mind, we define

career coaching in the following way. Career coaching issues

—leading

is

an

both a catalyst and tional

interactive process of exploring work-related

to effective action

—

which the coach

in

facilitator of individual

acts as

and, in turn, organiza-

development and transformation.

Career coaches connect people with their passion, purpose, values,

and other clients

critical aspects of their ideal

with career management

transitions in addition to facilitate their clients'

skills

enhancing

work. They equip their

that can be used in future

their current work.

They

also

process of developing and implementing a

job search or business start-up plan to activate their Authentic

Vocation™. The desired outcomes of career coaching include

enhanced client self-awareness, clarity about their life purpose and goals, increased ability to be effective in today's changing

CAREER COACHING workplace and to manage their of clients' quality of

own career, and overall betterment

life.

That definition includes several

critical

elements worth reviewing:

and training, Coaches and clients

Interactive. Unlike the related roles of consulting

coaching

characterized by

is

interactivity.

its

have what are referred to as "focused interactions" in which the

coach asks lenges

probing questions about their goals and chal-

clients

and how they wish

learning from

—

own

their

moving forward. and

—

statements and insights.

Work-related issues. These clients' overall

to be assisted in

respond while simutaneously noticing

Clients, in turn,

may

include both the exploration of

career direction and job search techniques such as

resume writing and review, interview

practice, negotiation assis-

may

tance,

and the

assist

with enhancing work satisfaction, career development

like.

Internal as well as external coaches

also

planning, and similar issues. Catalyst.

As a

catalyst, a

coach precipitates the process of learn-

ing at three levels: behavior,

beliefs,

and

identity. In

in chemistry, the catalyst usually does not

process, but rather stimulates a

elements present

(i.e.,

even the people with

clients

change

and

coaching, as

change during the

in the nature of the other

their behavior, outlook,

and

whom they react).

As a facilitator, the coach remains objective and avoids getting caught up in clients' issues, while skillfully moving them toward their goals. In addition, since each of us has what in coachFacilitator,

ing are referred to as blind spots

—

resulting from disappointments,

childhood messages, negative role models, or other experiences is

difficult for

us to see

life

as

it is.

process of transformation as clients fully

embrace

it

An effective coach explores these

blind spots, uncovers clients' strengths,

drances and

—

their true

and thereby furthers the

move through

those hin-

self.

and transformation. An organization is composed of individuals. As each person is transformed by enhancing his or her work enjoyment, Individual and, in turn, organizational development

the organization

is

often transformed too.

1

THE FIELD OF CAREER COACHING

•

Ideal work.

Most career coaches are not content

1

to help people

work them to make the contribution they believe they were put on earth to make (assuming this is the client's goal, of course). This emphasis on "ideal" work, rather find "just another job." Rather, they seek to help clients find

that

is

truly fulfilling, that allows

than "suitable" or "acceptable" work,

Employment

agencies,

many

sets career

coaches apart.

career counselors, and the purvey-

ors of skills-based assessments often overlook

life

purpose and

deeper motivators in suggesting possible career moves to Since most workers will change careers

many

clients.

times during their

—

—

some during midlife when priorities are shifting the focus on ideal work can make the critical difference in quality of work and life for the career coach's clients. lifetime

•

Equip clients with career management giving a

man

to fish so

he can eat

The

for a lifetime. Similarly,

teach clients to self-coach and to learn

when

skills.

Bible contrasts

man

a fish so he can eat for a day with teaching a

skills

coaching aims to

they can use again

other job/career transitions occur, instead of just telling

them which job

is

right for

the best coaches are

them now. That

known

for

is

the key reason

why

asking the right questions, not

giving the right answers. •

Authentic Vocation. In part 2 factor

we

investigate in depth this eight-

model as a preferred approach

to career design.

Distinguishing Career Coaching from Other Roles In each of the following sections,

we compare and

with similar functions. Table

the end of this section

1, at

contrast coaching (p. 1 5),

sum-

marizes the similarities and differences.

Career Coaching

Though

Career Counseling

the lines are often blurred between career coaching and

career counseling, ally

vs.

some

distinctions

more results oriented,

agenda than

is

can be made. Coaching

less structured,

is

gener-

and more guided by clients'

career counseling. In addition, in forty-seven U.S.

CAREER COACHING

12

states,

career counselors are required to have a master's degree, where-

as coaches do not have to meet

any

specific

educational requirements.

Counselors work in hourly increments, usually face-to-face, but career

coaches generally work in half-hour increments and coach by phone

and e-mail

—only

rarely

Career coaches

is

career coaching done in person.

may continue working with clients as they exemany career counselors stop when the client

cute their job search;

knows what between

his or her next job will be.

clients'

Coaching closes the gap

current situation and their desired state and holds

them accoutable for their ongoing progress. Career counselors may get more in-depth training in the use of psychological assessments, and

will frequently

use a battery of such assessments at the outset of

the counseling relationship. While career coaches

and/or use some assessment

tools,

may

be trained in

they do so only as clients' pre-

sented needs require.

Coaching

vs.

Consulting

The simplest way

to distinguish

coaching from consulting

is this:

Coaching focuses on asking the right questions, while consulting

on solving problems through providing the right answers. Coaching and consulting can overlap, but they are not synonymous. Consultants are subject matter experts in a specific topic area and are paid to provide advice, do analyses, write reports, and make recomfocuses

mendations within that subject area. Consultants typically have business experience and/or education in a client's business or in the discipline

about which they are consulting (marketing, operations

efficiency, etc.).

Coaches, on the other hand, need not have had expe-

The primary experience they need coaching using an articulated model that

rience in the client's business at is

training

and practice

in

all.

leads to clients obtaining their desired results.

Coaching

vs.

Therapy

Coaching and therapy are discrete professions with discrete skill sets. Therapy focuses on exploring the origins of current emotional and/or psychological problems, often drawing on the past and trying to better

understand

it

to resolve current issues. Coaching, in contrast,

THE FIELD OF CAREER COACHING

13

begins in the present and focuses on moving clients forward to get

what they want in the future. It is action oriented and results focused. Another distinction is that therapy often seeks to remedy pathology, whereas coaching focuses on developing possibilities, leveraging clients' strengths, and helping clients achieve their goals. more

of

Coaching

is

not a substitute for therapy and, in

when

together with therapy

example,

when

other mental

Coaching

vs.

Mentoring

is

a client

illness.

is

fact,

can be used

the client's situation warrants

clinicaly depressed or suffers

it

—

for

from some

10

Mentoring a related

skill to

coaching that nevertheless can be

dis-

tinguished in several ways. Great Circle Learning, a Florida-based training

and consulting

firm, defines mentoring as

a method of teaching and learning that can occur of individuals across

among

all

types

kinds of knowledge bases and settings. In

all

the workplace, mentoring normally consists of teaching, giving

on the

feedback, coaching

job,

counseling through change, and

11 structuring ongoing contact over a designated time period.

As shown

in figure 1

,

mentoring

—which usually involves pass—

ing information or knowledge from the mentor to the mentee

is

somewhat more directive than coaching. However, because the ultimate goal is to help mentees act independently, the mentor may use coaching techniques and questions to help mentees think for themselves

about the

Coaching

Thomas

vs.

skills

or situations in play.

Managing with a Coaching Approach

Crane, in his book The Heart of Coaching, describes transfor-

mational coaching

for

managers, which he defines as

a comprehensive communication process in which the coach provides performance feedback to the coachee [employee]. Topics include

broad, work-related dimensions of performance (personal, interpersonal, or technical) that affect the coachee's ability to contribute to

and willingness

meaningful personal and organizational

goals.

12

— CAREER COACH ING

14

It is

increasingly accepted that coaching has a place in the

one

ager's toolkit. However,

dent coach and a manager-as-coach within an organization the

manager

(or a

coach within the

human

man-

between an indepen-

critical difference

is

that

resources umbrella) has

a built-in conflict of interest in coaching the employee. Since the

manager/coach

is

often also responsible for reviewing employees'

performance, making decisions about salary increases and promotions, for

and disciplining employees,

it is

—perhaps impossible

difficult

employees to be completely candid with the manager/coach. In

most cases they

will preserve their job security over

disclosures! Ideally, the effective leader will use a

when

style

making personal

coaching leadership

appropriate and will have several of the other

ship styles available for other situations. 15

five leader-

He or she will then contract

out the coaching function to independent and objective external coaches. (For guidelines on properly integrating career coaching into

a company, see appendix

3.)

Another important factor in making these distinctions is whether the primary focus the client (see

lies

with the professional

(of

whatever discipline) or

fig. 1).

PROFESSIONAL

H

CLIENT

1

1

1

Trainer Consultant

Instructor

Manager

h

1

1

1

Career

Facilitator

Mentor

Coach

Counselor

Morp Figure

So

1:

Less directive

riirpftive

Where

Is

the

Focus—on

Is

Career Coaching Right for You?

the Professional or the Client?

how do you know whether The most

out, after

weighing the

Institute

is

a

field

you should

successful career transitions are carefully thought

consider?

Coach

career coaching

risks of the decision.

program come

Students in the Career

from a wide variety of backgrounds.

THE FIELD OF CAREER COACHING TABLE

15

COMPARING CAREER COACHING WITH OTHER ROLES

1:

MANAGER-

CAREER COACH

CAREER COUNSELOR

CAREER CONSULTANT

AS-COACH

Focus

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CAREER COACHING

262

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INTERVIEWING STRATEGIES TABLE

SAMPLE QUESTIONS TO ASK AT AN INTERVIEW

16:

coming available?"

•

"What has

•

"Is this a

•

"Why have you gone outside the company

•

"How long

led to this position

new

position?" to

this position?"

fill

did the person I'm replacing hold the job?"

•

"How many times has the job been vacant

•

"What are the strengths and weaknesses

•

"Assuming

I'm offered the job

and take

to be achieved in the first six to twelve

in

the last five years?"

of the

it,

person I'm replacing?"

what benchmarks does the company expect

months?"

•

"How are performance reviews conducted?"

•

"What

•

"What do you see as the main strengths a person needs

•

"What are some of the longer-term objectives you have for

is

263

the

number one

priority for the

person who takes this job?" for this job?" this job? For

your

department?"

number one challenge

•

"What

•

"How has the company been successful over the

•

"What

is

is

the

in this

position?" last

few years?"

the company's current market share or position

research didn't answer

in

the industry?"

(if

your

it)

what areas do you see the company's primary strengths?"

•

"In

•

"What three to

•

Closing question (always ask

this):

process?"

and leave with permission for recontact.)

five traits

would the

(Clarify, follow up,

ideal candidate for this position

"What are the next steps

in

possess?"

your selection

Role-playing the interview with your clients can pay large dividends.

One

of

our Professional Certified Career Coaches did interview

coaching with a media manager

months. After

who had been out of work for twelve

this role-play session,

he successfully interviewed

for

and got a position as broadcast manager for a national television sports network. Interview coaching can make a difference! Once clients' preparation is complete, we recommend that they avoid extensive note taking at the interview itself. Such note taking detracts from the rapport-building process, and clients may miss key nonverbal messages.

2

CAREER COACHING

64

Logistics of Interviewing

There

more

is

to interviewing

We must be

answering questions. mize their interview

Optimizing

sure our clients

know how

they will be most favorably considered.

First

Impressions

In preparing for an interview, creating the right

Often

vital part of success.

it is

first

impression. Researchers is

us that 55 percent of

tell

impression

is

a

not experience or qualifications, but

rather personality and personal presentation that

tion

to opti-

impression, dress appropriately, and schedule the

first

when

than preparation and asking and

make the biggest our communica-

nonverbal: tone of voice, dress, posture, facial expression, and

physical appearance.

1

In addition, our clients need to •

them a few questions about what work there, and get their name for follow-up and acknowledgment (they are often the ones who will help candidates get through to the hiring manager later on the phone) Greet receptionists warmly, ask it

•

is

like to

Have some chitchat prepared greet

them

•

Make

direct eye contact

•

Shake hands with them

•

Be the

first

to

make

to use

when

interviewers

come

to

with interviewers firmly,

but not too vigorously

a statement or ask a question to position

themselves as a proactive participant in the interviewing process

Dressing for the Interview

wore a become much more common and dress varies by industry, company, and region of the country, it is more difficult to predict what will be appropriate. As In the old workplace, dressing for interviews

three-piece suit.

Now

was

a rule of thumb, applicants should dress just a

would

for

easy: people

that casual dress codes have

day-to-day work.

If

little

unsure, best practice

is

nicer than they to err

on the

side

INTERVIEWING STRATEGIES of being conservative. This

is

265

another question that clients can ask

during the interview scheduling phone

call

if

they are unsure about

appropriate dress. In addition, clients need to be sure their

Both

men and women

accessories to a

grooming

is

impeccable.

should keep jewelry, cologne/perfume, and

minimum, but pay

careful attention to such details as

the condition of their shoes (polished, heels not

worn down). Women

should carry only a briefcase or purse, not both. Basic hygiene should be observed. For additional information on dress for interviews, see

New Dress for Success.

2

John

T.

a

of their references to the interview to present

list

Molloy's

Finally, applicants if it is

should bring

asked

for.

Scheduling the Interview

when clients have no choice as to the day or many cases they are given a choice. Research has shown that Monday is the worst day to interview, with Certainly there are times

time of the interview. But in

Friday a close second. of the interview, the

day time frame. clients first

5

If

clients

most

have some options regarding timing

positive impression will be

should not be in a hurry to be the

person interviewed

is

in a

mid-

first

one interviewed

—the

three times less likely to be hired than

the last one, though the rule positions.

made

A few other hints: for management/exempt positions,

is

reversed for non-managerial-level

Keeping an interview appointment during bad weather

bestows a significant advantage get to work.

It

— assuming the interviewer

is

able to

shows eagerness and dedication.

Types of Interviews There are two primary types of interviews

making

— and

approach

will

a few variations

—screening and

on each. The

and

vary with each type.

Screening interviews are usually done by trained resources staff

who

are skilled in interviewing.

They

the interviewee feel comfortable (unless a stress element criteria of the job, in

will

decision-

client's role

which they may do

proceed through a prepared

list

is

human

will

make

part of the

just the opposite).

of questions, logically

They and

CAREER COACH ING

266

The purpose of the screening interview is to screen out who do not meet all of the basic job requirements. Therefore, any skill deficiencies or questions not answered to the systematically.

candidates

all

satisfaction will provide a reason to eliminate candi-

interviewer's

dates from further consideration. Job seekers should pay close attention to

each question asked, and provide only the information

requested. Volunteering

harm than good

more than

is

asked for will usually do more

in this type of interview.

Screening interviews are often done over the telephone. The

advantage of

this

method for our clients is that they can have their company research, answers to interview ques-

notes regarding their tions,

and the

like in front of

them. However, since the screener does

not have the visual input of their appearance and other nonverbal cues,

it is

critical that clients' verbal

presentation be as close to flaw-

less as possible.

The decision-making interview, on the other hand, is usually done by the manager or person who will actually make the hiring decision. These people are usually not skilled in interviewing, which may cause job seekers to feel more awkward than in a screening interview. In many cases it will be necessary for job seekers to take a more proactive role in this type of interview, both its direction and content, to succeed. For example, the candidate

of the questions or suggests

The primary from the old

viewing." This

what needs

style of the

skills

may be the one that asks many to be covered.

decision-making interview has changed

question-and-answer

means candidates need

answer the question asked, but

style to "behavioral inter-

to be prepared not only to

also to illustrate the

answer with a

story or respond to a hypothetical situation by demonstrating their

reasoning process. Clients with well-prepared Stories will be well prepared for this

variations

the serial

Work

common type of

Experience

interview.

Some

on the decision-making interview are the group interview, interview, the interview that includes a meal, and the so-

called blessing interview, as described below. •

Group

interview. Here, several

managers or other company

rep-

resentatives interview a candidate simultaneously, usually

around a conference

table.

Coaching

tips for this

type of inter-

INTERVIEWING STRATEGIES

267

view include making eye contact with each person in the group while answering a question, addressing questions to more than

one of the interviewers, and following up with each interviewer individually after the interview by •

Serial interview. This

letter.

approach has candidates undergoing a

with various company representatives one

series of interviews

after the other, often lasting as long as a full day.

The

ing!

challenge for clients

with the

last of

one.

From

first

from

is

to stay as fresh

It

can be gruel-

and spontaneous

eight interviews as they were for the

five to

the company's standpoint, this approach allows

the interviewers to compare notes about what they observed, and often one will notice something that the others missed. •

Interviews over a meal. Another whole set of issues the situation cocktail,

when

what kind

food

whether or not

involved:

is

is

added

to

to order a

of food to order to create the right impression

(and not be too messy),

how

to

balance answering the interview

questions with finishing one's food, and learning to follow the

cues of the others present to goes a long

way here:

show that one

fits in.

Common sense

generally best for clients to avoid smok-

it is

ing or ordering cocktails (even

if

others do) so that their

mind

remains clear to answer questions, and ordering something simple

and easy

important

to eat so that they

—the interview.

can concentrate on what's most

Clients should avoid telling off-color

jokes or otherwise creating a less-than-professional impression. •

Blessing interview. At the conclusion of an interviewing

sequence in

many medium- to large-sized companies is a "blessCEO or general manager of the firm. The

ing interview" with the

purpose of

this interview

tions: the interviewer

is

not to review candidates' qualifica-

assumes they have met the job requirements

which there may be two or as Here, the CEO generally wants to see if a candi-

through the prior interviews

many

as seven).

date's style

Some if

(of

and personality are a good

fit

with the organization.

rather informal or casual conversation

the candidate

of approval

is

successful, the

on the hiring

CEO

decision.

is

characteristic,

and

puts his "blessing" or stamp

The

offer

would then

follow.

CAREER COACH ING

268

Dealing with Shortcomings

A

shortcoming

is

simply a perceived

seeker's qualifications or

liability

or deficiency in the job

background. Nearly

all

candidates have

some shortcoming vis-a-vis the job for which they are applying. Whether they lack the specific education or experience the company desires or face such potential issues as age bias, frequent job changes, or a termination for cause, the one thing candidates must avoid is becoming defensive regarding that issue or worse, finding

—

themselves spending a significant part of the interview trying to over-

come

it.

A

powerful technique to use in addressing shortcomings in the

interview

is

to use the

"acknowledge and redirect" technique.

When

must simply acknowledge it, redirect the conversation to a common area, and illustrate how that area bridges the perceived shortcoming. For example: an employer asks the candidate whether she has a master's degree. She answers: applicants are asked a question about a shortcoming, they

I know it was one of the qualiFrom what you've shared with me today, you're looking for someone who can work well with people and knows the terminology of your industry. If I could demon-

I

appreciate your raising that issue;

fications

strate

you

how

I

the job.

listed for

have used those skills in several previous positions, relieve your concern?

would that help

The

job seeker then

illustrate these skills,

tells

the story of her past accomplishments that

thus demonstrating equivalent value despite the

lack of the stated requirement.

Handling Clients

Specific Issues

may

present one or

more

of the following specific shortcom-

ings to be dealt with in interviews.

each

issue.

The

strategy used will vary with

INTERVIEWING STRATEGIES

269

Client Tips: Handling Shortcomings •

Termination. Frame

it

cause, state that

someone •

you

yours was).

(if

just did not see eye-to-eye

If

terminated for

on some

issues with

work.

Long time with one company. Highlight different positions within the company, different duties, and number of staff to show that it was more like having different jobs (shows you are adaptable despite a long time at one

•

at

mention that

in terms of a business decision;

other positions were also eliminated

firm).

Frequent job changes. Point to any commonalities (same industry, same-size company, significant

amount

of tangible results produced,

between past jobs and this one and state why you are committed to more permanent position now (if you are). Or, use this pattern to highlight your ability to handle frequent change in a business climate that demands it. etc.)

a

•

Age

—too

old. Focus on your fitness and vitality, desire to work indefiand the advantages of being a mature worker such as loyalty, stability, and so on while showing you have an open mind to new ideas. Of course, this usually will not be raised directly due to employment disnitely,

—

crimination concerns. •

Age

•

No

—

too young. Focus on outstanding accomplishments in school and anything that shows maturity, including clear longer-term goals.

experience in target industry. Point out accomplishments in similar

functional roles, characterizing ity.

For example,

cer at

them

generically to

when interviewing for a position

an aerospace firm

after years in

show

transferabil-

as chief financial

banking: instead

of,

"At

offi-

XYZ Bank

was responsible for overseeing accounting and financial analysis of commercial and retail accounts and reduced error rates in our FDIC reporting from 5 percent to 1 percent in six months," say, "At a Fortune 500 corporation, I oversaw accounting and financial analysis for business customers in various industries including aerospace, and reduced error rates by 80 percent within six months." I

•

No

degree. Highlight any continuing or professional education,

skills

also

and

learned on the job, and demonstrate openness to lifelong learning;

emphasize job-related experience to

offset lack of

formal education.

— CAREER COACHING

270

in area of target job. Focus more on experience as it relates and on any continuing education that has equipped you to do

Degree not

•

to the job

the job, as well as familiarity with technical concepts, customers, or

other aspects of the target industry.

Following Up After the Interview

Whew! The

interview

is

over and your client

feels like

she did well.

Perhaps the interviewer even told her she would be called back second interview.

for a

Now you have the opportunity to acknowledge and

congratulate the client for another part of the process well done! Before the client even leaves the parking lot of the interviewing

company, you

may want

debriefing the interview

to suggest that she

on a notepad. This

is

she avoided note-taking during the interview so that she

ceived as as,

spend a few minutes especially important

if

— as we recommend

can focus on the nonverbal communication and be per-

more

attentive.

What appealed to the

The

debriefing

would answer such questions

applicant about the position?

The company?

How does she feel she did in the interview? What are the next steps in What were

the hiring process?

the

names

of the interviewers, the

and others she talked to? Any drawbacks to this which she has interviewed? Upon return to her home or office, the client can further

receptionist,

compared

position

to others for

position

herself favorably by sending a thank-you letter reiterating the highlights of the interview,

her accomplishments as they relate to the

company's stated needs, and any follow-up that was agreed interview such as a next interview (see sample in

fig.

22). This letter

should be sent within twenty-four hours of the interview.

met with

to at the

If

the client

several people, she should send a customized letter to each.

Sending hard copy

which can be

de-

this letter gives the client

an

letters is preferable to e-mails,

leted or overlooked.

Simply sending

advantage because fewer than 10 percent of applicants bother send a thank-you

letter.

We know

of situations

to

where between two

equally qualified candidates, the one that sent the thank-you letter

was

hired primarily because the letter

showed

initiative.

INTERVIEWING STRATEGIES

271

NAME ADDRESS CITY,

STATE ZIP

TELEPHONE E-MAIL ADDRESS

Date

Interviewer, Title

Company Address City,

State ZIP

Dear [interviewer]:

Thank you

for your time in discussing the [position of X]

on

[day].

I

am

excited about

the possibility of working with you!

Just to recap,

we discussed my accomplishments and how they

ability to confidently

meet any challenges

lend support to

related to this position [provide

my

Work

Experience Stories that support the key areas of need that emerged during the interview]:

1.

2.

3.

I

am

convinced that

my proven

track record of [summarize skills being emphasized],

can provide both the immediate and long-term results you desire.

I

am

sincerely interested

to provide the challenges

in I

an association with [Company

am

seeking and

look forward to speaking with you again on

Sincerely,

Name

Figure 22: Sample Thank-You Letter

in

which

X].

The environment appears

have always been successful.

I

.

I

CAREER COACHING

272

Key Coaching Concepts an

1.

Interviewing

2.

The interview begins with the

is

not just a

art,

skill.

first

3

.

For pre-interview success, clients need to handle the phone profes-

handle the callback

sionally,

company and

common viewer, 4.

when the candicompany premises.

callback, not

date appears for a face-to-face meeting on the

strategically,

do research on the

position prior to the interview, prepare to

questions, prepare a

and know how

to deal

list

answer

of questions to ask the inter-

with shortcomings.

how

make the best that they dress appropriately for the company and

It is

important that job seekers understand

first

impression,

position,

and that they schedule the interview

at a time

when they are most likely

to

(if

to

given the choice)

be selected.

5.

There are two types of interviews, screening and decision-making.

6.

A

"one-minute summary" as well as carefully thought-out an-

swers to

all

of the ten

most commonly asked interview questions

are a critical part of interview preparation. 7.

The "acknowledge and redirect" strategy will help candidates overcome shortcomings and avoid becoming defensive when shortcomings are

8.

raised.

After the interview, candidates should debrief

what has happened

within twenty-four hours of the inter-

and send a thank-you

letter

view

whom they have spoken.

to

everyone with

"

25

Evaluating Job Offers:

Wants Versus Needs

"Life is a progress from

want

to want,

not from enjoyment to enjoyment.

—Samuel Johnson

If

our

offers

clients'

search has been successful, they will begin getting

anywhere from one week

search. Three

common

to six

months

after

they started their

mistakes, however, are typically

made

at this

stage: •

Accepting the

•

Failing to adequately evaluate the offer

•

Neglecting to seek improvement of the offer

first offer

received

Coaching suggestions

for the first

improving the

covered in chapter 26.

offer

is

Accepting the Clients are often

two situations are discussed below;

First Offer

tempted to accept the

Received

first offer

because they are afraid there will be no other

273

received, either

offers,

because they

CAREER COACHING

274

have been in the search a long time and need to get back to work, or because they doubt their

own

abilities

To help them avoid making

know

and marketable

this mistake,

that multiple offers are quite

skills.

you should first

common,

particularly

let

them

when

they

use the suggestions given here regarding a diversified marketing approach.

If

their lack of

an income has put them

be unwise to wait for other

fact

offers.

But

may in who have

in a bind,

for clients

it

reached a similar stage in the interview process with several companies

and expect other

offers soon,

it is

best to use those multiple offers

as leverage to optimize the compensation package of the job they really

due

want. For those clients

who

jump own abilities and

are ready to

to lack of confidence in their

around that

issue will help

them overcome

at the first offer skills,

coaching

it.

Failing to Adequately Evaluate the Offer

know what to do when they have received an clients who have not thought through what their

Often clients do not offer.

For example,

ideal job should include will find

they receive an

offer.

Some

it

clients

rejecting job offers based solely

especially difficult to choose

make

on an

once

decisions about accepting or

intuitive

hunch; others overan-

alyze the offer.

The

best guide for clients in considering job offers

tion to their initial intuitive reaction to the offer

is

—but

to

pay atten-

to not let that

be entirely determinative. They can turn to Authentic Vocation

Worksheet 10 hensive offers

list

in the Career Coach's Toolbox

of criteria that

(p.

353)

for

a compre-

can be analyzed and evaluated. Several

can also be compared against each other and the

client's

Authentic Vocation, either to validate an intuitive "yes " to the offer or to reveal

shortcomings in

it

that were not immediately apparent.

The

categories of criteria to evaluate include the following: 1.

The compensation package. Here, clients will be analyzing not only whether the salary falls within a desired range, but also whether the benefits include those that are critical to them (i.e., needs versus mere wants). Also, if benefits such as computer

— EVALUATING JOB OFFERS

275

allowance, flexible scheduling, child care allowance or

facilities,

or other nonstandard offerings are desirable to clients, they

need 2.

may

them.

to specifically request

Authentic Vocation factors. Next, clients can ask themselves (or

you can ask them) questions to determine whether the job offered satisfies all eight factors of their

defined 3.

in the first part of the

it

Authentic Vocation as they have

coaching process.

Career development considerations. To be a career self-manager

and

remain challenged, most people also need

to

to

know

that

there are growth opportunities in the position they take and in

the

company

tant

may

for

which they work.

Clients

who

feel this is

company or for a comprehensive commitment to employee development. wide provided by the

4.

impor-

be looking for training or tuition reimbursement to be organization-

Life/ work

balance issues. As individuals' lives become more comand stress loads increase, there is a virtual outcry for balance between work and personal life. For employees with young children or ailing parents or just an unwillingness to continue working unhealthily long hours in a demanding environment plex

—

this factor will

be very important. Does the job require significant

commuting time? Travel encourage

flexibility to

as part of the job?

Are there

policies that

deal with family issues? These are a few of

the considerations in this regard. 5.

Company soundness and position. find the "perfect" position, fect

if

the

hire, or

company

it

Finally,

has a poor reputation in

its

investigate the risk involved in the

turnover

rate,

when candidates

can soon become anything but per-

goes out of business,

start-up or a well-established

even

is

acquired soon after

industry.

company

These

final factors

itself (e.g., is it

company?) as well as

its

a

reputation,

competitive pressures in the industry, and the

like.

Using this combination of intuition and analysis, clients can make a

much more well-rounded and better-informed decision on whether to accept one offer versus another.

CAREER COACHING

276

Employment Arrangement in Writing

Finalizing the

Offers are often

made

verbally, and, unfortunately, candidates often

accept verbally, too. Later,

have no basis on which terms of the

there are misunderstandings, employees

if

what they understood to be the recommended to get the offer That way both parties are clear on its terms. Some of to enforce

job. Therefore,

put in writing.

highly

it is

the items to be included in the written offer are •

Starting date

Job

•

title

•

Responsibilities/job description

•

Benefits (in detail ual"), including

—not a vague "as

company

retirement benefits, •

if

any,

and other relevant

Relocation package, including

moving expense

sion;

stated in the employee

limits;

all

any; house-hunting

if

trips, if

is

included; temporary lodg-

any; storage,

period for •

•

for

COBRA

coverage payments

if

there

(e.g.,

is

reim-

a waiting

company medical insurance)

Stock options or bonuses (check for detail here: that reasonable minds

would

Severance benefits,

any

Some to

any; trans-

if

etc.)

Transition of 401(k) and medical insurance benefits

bursement

commis-

procedure for reimbursement;

portation of any special items such as boats; •

topics

aspects (real estate

whether tax on relocation package ing,

man-

holidays, vacation policy, insurance,

if

executive clients

is it

clear

interpret the language the

may want

memorialize the terms of their

enough

so

same way?)

employment contract employment arrangement. Other a formal

many executives) will be adequately served by a letsigned by the new employee upon acceptance to acknowl-

clients (including ter of offer,

edge client

its

document should be signed before the the new location or begins work so that there are no

terms. This written

moves

to

misunderstandings.

EVALUATING JOB OFFERS

277

Key Coaching Concepts 1.

Three

common

first offer

(c)

2.

3.

mistakes at the offer stage are

neglecting to seek improvement of the

The

(a)

accepting the

received, (b) failing to adequately evaluate the offer,

and

offer.

categories of criteria to evaluate in reviewing offers include

•

The compensation package

•

Authentic Vocation factors

•

Career development considerations

•

Life/work balance issues

•

Company soundness and position

Verbal offers need to be put in writing for clients to adequately

consider them.

"

26

Negotiating the

Optimum

Compensation Package

"When I was young I thought thing in

life;

now

money was

that

that I

am

old I

know

the

most important

that

it is.

—Oscar Wilde

may have one

At

this point clients

in

any case from coaching

job search. Clients'

offer or ten,

but they will benefit

to strategize the negotiation stage of the

common misconceptions about negotiating in the

context of a job include those listed in table 1

7.

Compensation Negotiation Tactics Three Key Stages The three key

in

stages of negotiation are pre-interview, interview,

and

The post-interview stage is referred to here as the offer Throughout the process, savvy negotiators will operate with the tenet that they can ask for anything (the worst the person can say is no, right?), but they can demand nothing. "He who becomes demanding loses" in the negotiating game.

post-interview stage.

279

CAREER COACHING

280

TABLE

COMMON NEGOTIATION MISCONCEPTIONS

17:

TRUTH

MISCONCEPTION The offer as stated can do,"

i.e.,

there

the "best they

is is

There

no room to improve

the compensation.

This

is

usually at least 20 percent available;

we have

seen packages be increased by as

much an "arms-length" negotiation,

just like selling a

is

more compensation

house or

It

is

as 100 percent

in

a unique kind of negotiation

because the candidate

car.

with these people for this

rare cases.

is

ship.

It

will

be working

some years and

the beginning of the relationis

more

like

negotiating a

nrpnnntial anrppmpnt

It

is

best for candidates to maintain a

policy of

full

when asked

disclosure

for

Salary

is

not a relevant issue until the

offer stage; until then, candidates

should use one of the three strategies

salary history or requirements.

discussed below to postpone the discussion until

When candidates have

a long

list

of items

it is

pertinent.

Wrong! This can alienate the employer

some

to be negotiated in the offer (and which

and,

they want changed),

being withdrawn. Instead, candidates

raise a few first

it

is

best to just

and see how the

employer responds.

in

cases, result

should raise

all

in

the offer

their "discussion

points" at once so that both parties

know what

is

on the

table.

The most appropriate term for the

No, this sets up an adversarial

document

that

outlining the

candidates want is

made

changes

to the offer

a "counteroffer."

will

dynamic

not further a win-win outcome.

Instead, candidates should call

"responsive

memo"

cooperative

spirit of

it

a

to preserve the

the discussion.

Negotiating During the Pre-Interview Stage

Thorough preparation

prior to the interview

is

essential not only for

getting the job offer, but also for negotiating compensation.

do candidates need

to research the

company but

Not only

they also need to do

some preliminary research on market salaries for similar positions. The following resources provide free salary data for this purpose:

NEGOTIATING THE OPTIMUM COMPENSATION PACKAGE •

www.careers.wsj.com

•

www.jobsmart.org

•

www.abbott-langer.com

•

www.wageweb.com

•

www.salaryexpert.com

•

wwwsalary.com Clients

may

also

difference in salary

want

to use a salary calculator to calculate the

between

different geographic locations

tion they are interviewing for

is

in

another

city, state,

www.homefair.com/homefair/cmr/salcalc.html stable

economy,

281

clients will be well

for

if

the posi-

or country. See

an example. In a

within market standards to seek to

improve their prior compensation by 10 to 20 percent. That amount will is

go

down during economic downturns and up when the economy

booming.

Negotiating During the Interview Stage

The

topic of

process.

The

compensation can come up anywhere rule

first

is

in the interview

to let the interviewer raise the issue.

When

up before the interviewer does, it makes them look overanxious and more concerned about money than about achieving the right fit between themselves and the job/company. The second rule of negotiating is that the applicant's goal is to candidates bring

it

defer the discussion of salary

Why? Because

and compensation

until the offer stage.

the only reason an interviewer will raise

screen out the applicant, and until an offer

is

it

earlier

is

to

made there is nothing to

which the applicant can respond (other than market salary ranges, which are just general information). The following three techniques will help defer the 1.

Deferral. Here,

compensation discussion until an appropriate time:

whether the issue

is

raised for screening purposes

on or because the company has a custom of asking about first interview, candidates can defer discussion of compensation by a response such as, "I don't really know enough about the job yet to say what a reasonable salary would be. Can we

early

salary in the

CAREER COACHING

282

more and come back

discuss the job requirements a bit

to this

question?" 2.

Turnaround. This

tactic turns the question

around

to the inter-

viewer by asking, "What salary range did you have budgeted for the job?" Often, they will 3.

Broad range. that

you.

the interviewer will not disclose the range, says

If

"negotiable, depending

it is

date," or

demands a

native tactic. full

tell

If

qualifications of the candi-

broad range

it

five

an

alter-

total the

has ranged over the past three to

the response can be something

packages over the past

is

can

prior to the interview the candidate

compensation package as

five years,

on the

specific answer, the

like,

"My compensation

years have ranged from the low $60s to

around $80,000, depending on bonuses, benefits, industry, responsibilities, and other variables." This approach does not say that any specific range is acceptable, but avoids the candidate getting locked into a

if

they

know

it,

They may ask applicants is

not in your

situation!

I

salary

used is

is

too high or too low.

as a basis for

clients' best interest

was

will

an

use an applicant's prior offer in the

new

position.

to divulge their current or prior salary. This

So a response

tion/role/industry] skills

that

and hiring managers

Recruiters

income,

number

like this

if

they are trying to better their

may

different there

"My [functhough I know the

be appropriate:

than here,

will transfer easily to this position. Therefore,

not really representative of

my value to you in

my

prior

this role." Or,

"My compensation was focused on a significant amount of

[e.g.,

stock

etc.] and not as much on base salary, so my value in this role regardless of what the

options/equity/commissions, I'd like to

explore with you

base salary would be."

Negotiating During the Offer Stage: Improving the Offer

As mentioned earlier, most offers have the potential of at least 20 percent more salary as well as additional benefits if they are important to the candidate but the candidate must ask for them! At the offer stage,

—

remember our key Following are some

principle:

strategies

ing an improved package.

ask for anything,

you can suggest

demand

nothing.

to clients for request-

NEGOTIATING THE OPTIMUM COMPENSATION PACKAGE

283

Client Tips: Negotiating the Offer •

Get the offer in writing [as explained in chapter 25]. Ask for some time to consider is

tion •

and respond

to the offer.

reasonable, depending is

involved,

Review the

and the

on the

Anywhere from two days

level of the position,

offer carefully,

analyzing

353]. Also compare

p.

salary data

Web

sites listed

and any other resources •

it

against your wants

on

it

p.

[as

in the Career Coach's [e.g.,

in the

281], through trade association data,

available to you. list

of "discussion points"

with the hiring manager. All points you want to raise or

improve should be included in

this

list,

instead of "piecemealing" the

negotiations. Also include the points with •

10

and needs

with market salary rates

Rather than making a counteroffer, develop a to discuss

week

like.

indicated in Authentic Vocation Worksheet

Toolbox,

to a

whether reloca-

Work with your

coach,

if

which you are

in agreement.

desired, to write a response letter or

memo in

which you again acknowledge the offer, state the terms with which you agree, and list the discussion points together with reasons you want those aspects of the offer to be improved. •

manager (with whom you will hopefully work than Human Resources. You should essentially tell the manager that you appreciate the offer and agree with much of it but you have a few points to discuss, and offer to e-mail or fax the list to the manager for later discussion. Fax or e-mail the list and call back at an agreed time to discuss (let the manager review the list first).

Then

call

the hiring

directly), rather

•

Have a phone conversation about the items you want to discuss. Help the hiring manager find a mutually acceptable compromise if he or she will

•

If

not accept the

salary

is

•

proposal.

too low, consider expanding job responsibilities or adding a

bonus element •

initial

to justify a higher

compensation amount.

Keep in mind that this process may go on agreement is reached! Memorialize the

final

agreement

for several

in writing, signed

rounds before

by both

parties.

final

CAREER COACHING

284

Post-Job Search Coaching Opportunities Just because the client has accepted a position does not necessarily

mean

that your coaching

is

over!

Whether the

client

has made a

career change, a shift from an office- to a home-based environment,

obtained a promotion, or has moved to some other situation, there a need for further career coaching in

months

in a

new

many

position are often a trial

employee and employer are verifying that the employee the job and the organization. In addition, there ing the written and unwritten rules of the

is

The first three period in which both cases.

is

is

a good

fit

for

the process of learn-

company

culture; coach-

ing can increase the client's awareness and effectiveness in navigating these rules. In one case

I

coached a

woman following

her move from a large

corporate environment to a home-based executive position in a smaller company. Part of her goal in taking the position was to have

more time with her two young children, but learning to actually take that time as well as taking more time for herself took some shifts

—

in her thinking.

—

Coaching helped

to

implement these

course, after a client has been in a job for a few will often begin thinking

shifts.

months

And

of

or years, she

about another job change, so you want to

maintain contact via a newsletter or periodic e-mail so that you are her "coach of choice"

As we discussed

when that time comes. in chapter

19, in the section "Ending the

Coaching Relationship," you have future opportunities clients for

to assist

not only in other job or career changes, but also in preparing

performance review or promotion.

NEGOTIATING THE OPTIMUM COMPENSATION PACKAGE

Key Coaching Concepts 1

.

The compensation negotiation process begins stage and continues through the offer stage.

2.

The

3.

The second

first

rule of negotiating

is

to let the

rule of negotiating

is

in the pre-interview

employer raise the

issue.

to ask for

anything but demand

company

as well as

nothing. 4.

Pre-interview research into the salary rates

5.

is

key.

During the interview, three

tactics

can be used

sion of compensation: deferral, turnaround, 6.

on market

to defer the discus-

and broad range.

In the offer stage, the offer should be put in writing, analyzed against the client's wants

Vocation Worksheet 10

and a

list

(p.

and needs as indicated

in Authentic

353) and compared with market

of "discussion points" developed. Often, there

is

rates,

at least

—

20 percent additional compensation available if the client asks for it! The client should then discuss the list of discussion points with the hiring manager and a mutually acceptable arrangement reached, which in turn must be put in writing. 7.

Coaching can continue to help

after clients

have taken their

new position

them with the adjustment to the new job and environment.

285

—

"

Conclusion

way

"The best

and then you

*

s to

will

understand yourself,

understand everything.

—Shunryu Suzuki, Zen Mind,

We

Beginner's

Mind

have said throughout our discussion of career coaching that the

process

is all

profession,

about the

we must

client.

And

also ensure that

is!

it

we

take good care of ourselves,

"recharging our battery" regularly so that of overflow

But as with any helping

and not become drained. So

we can

give

from a

state

in this final section

we

explore strategies that will help keep us fresh and prepared to give our clients

what they need.

We

coaches to which we can

also look at the traits of masterful career

all aspire.

Career Coach Self-Care Caring for ourselves requires that

we

toward our physical, mental, emotional, itual health.

tion for

each

Engaging

take a proactive approach social, professional,

in regular meditation, establishing

day, taking quarterly or

and spir-

our inten-

semiannual personal

retreats,

reevaluating our roles, activities, and progress toward our goals

287

CAREER COACHING

288

and

setting

new

goals for the future

fresh for our work.

—

will help

us stay focused and

Here are a few specific daily practices that may also

be useful toward this end: •

Focus on maintaining a positive outlook

•

Be kind, courteous, and generous

to

everyone

(i.e.,

follow the

Golden Rule) •

Eat lots of fresh vegetables and fruit each day, as part of a varied,

balanced •

•

avoid excessive alcohol, drugs, and tobacco

Surround yourself with

you •

diet;

feel

positive, supportive people

with

whom

mutual support and respect

Exercise daily, as often as possible outdoors

Love what you do

your

for

livelihood, but

do not mistake

it

for

your identity •

Take time

•

Stay in regular contact with

to cultivate

meaningful friendships

God

as

you understand Him/Her/It

to be •

Forgive yourself for past mistakes; refuse to

feel guilty

—you did

the best you could •

Forgive others

who have "wronged"

you, and refuse to hold

resentments, knowing that they did the best they could at the time. Live fully in the here

and now!

•

Keep growing and trying new things

•

Let love rule

•

all

your dealings

Acknowledge others for their specialness. When you feel badly, give of yourself to someone else. Do not be afraid to ask for help and support when you need

•

Handle money

•

Let your true self shine in all

you do

joyfully

and

it.

wisely.

—express your ideas and your

creativity

CONCLUSION •

Continually challenge yourself to see the new, to quality of

today than in the past, and to

life

ing awareness of yourself, God,

•

289

reflect

your

beliefs

ing the lessons they present

ing

what happens

a higher

and others

Realize that the circumstances in your

and that they

live

rise to ever-increas-

and

life

are your "laboratory,"

and thoughts. Be open to accepting

to learn-

your part in creat-

to you.

The Ongoing Practice of Coaching Perhaps no other

coaching

besides coaching

field

—requires

career coaches, our

the

same

particularly career

personal involvement. As

own life becomes a practice venue for choosing to

live authentically, selecting

pose,

level of

—and

and continuing

to

work that expresses our passions and pur-

engage

in self-improvement so that

we can be

increasingly effective with our clients.

But there

is

a trap here:

be a good coach

—which

we may think we have

of course

is

to

be "perfect" to

not true! Instead,

we need

to

continually increase our openness to growth, addressing our issues

knowing that

as they arise but

perfection

Kornfield captures this idea well in

In the beginning [like

A

is

an

elusive state. Jack

Path with Heart:

we may erroneously imagine

spiritual

tain landscape to a faraway destination of enlightenment. better described as a

and gradually

widening

circle or spiral that

But

it is

opens our hearts

infuses our consciousness to include

spiritual whole.

I

growth

learning coaching] to be a linear journey, traveling over a cer-

all

of

life

as a

1

encourage you

to see

your work in

this

way

as

you develop your

practice or begin coaching within your organization. Masterful

coaches never stop learning and growing

do so to stay ahead of their

clients!

—they know they need

to

CAREER COACH ING

290

Summary

of Coaching Skills

This also seems an appropriate juncture to review the coaching skills you have learned. The "Coaching Competencies Self- Assessment Checklist" provided in the Career Coach's Toolbox lent tool for determining

how many

(p.

361

)

is

an excel-

of the seventy ICF coaching

or core competencies, you feel comfortable with at this point.

skills,

Each of these strategically

skills

Which

can be used mechanically or will

artfully,

by rote or

you choose? Remember our analogy of the

and how apparent it is when the musician has and "flow" (as described in the book Flow: The Optimum Experience, by Mihaly Csikszentmihalyi) in

pianist in chapter 19,

a natural

gift

Psychology of

performance, 2 versus a musician

who

is

simply executing the notes

from the page in a mechanical way? By setting your goal terful

to be a

mas-

coach, your clients will gain the added benefit of experiencing

"flow" in working with you, that opens the door for

and

their results will

enhanced development

demonstrate

for

it!

And

both you and your

clients.

Characteristics of Masterful Coaches Like

we

any form of excellence, mastery

is

often judged subjectively But

suggest that there are at least a few shared traits (a "baker's

dozen") to which

we can

all

aspire in our quest for mastery in this

profession: 1

.

Masterful coaches never stop learning and growing, and engage in

2.

Continuous Self-Improvement".

Masterful coaches listen between the lines to what their clients

say 3.

Masterful coaches engage their intuition and/or Higher Self in their coaching.

4.

Masterful coaches see both the smaller and the larger perspective.

5

Masterful coaches hold a supportive, safe coaching space for their

.

clients.

CONCLUSION 6.

Masterful coaches

know how

291

to simply be

without the need to do

anything. 7.

Masterful coaches use their coaching

skills

as

an

artist

paintbrush and paints: an appropriate mix, applied create a beautiful piece of art

uses her

artfully, to co-

—the coaching interaction and

its

results.

know how to balance work and

8.

Masterful coaches

9.

Masterful coaches are not afraid to

10. Masterful coaches focus

the principle 11

.

"It's all

Masterful coaches

not

on

clients

play.

"tell it like it is."

and

their

agenda and embody

about them."

know who their clients are

— and who they are

— and are experts on the coaching process.

12. Masterful coaches are confident in delivering their service. 13. Masterful coaches are effective with a wide range of people.

So now,

it is

your choice! Will you aspire to mastery in using

OuantumShift! coaching Authentic Vocation?

coaches

who

I

skills to facilitate

hope you

are doing just that.

discovery of your clients'

will join the rising tide of career

THE CAREER COACH'S

TOOLBOX

Toolbox Contents

297

Usage Notes and Instructions

CLIENT TOOLS Career Design

298

Job Satisfaction Inventory

Authentic Vocation™ Worksheet

1: Life

299

Purpose

302

Symbol Meditation Authentic Vocation Worksheet

2:

304

Values

306

Your Values Authentic Vocation Worksheet

3:

Motivators and Interests

Authentic Vocation Worksheet

4:

Knowledge,

Skills,

and

309

Abilities

Open

List

Approach

308

322

to Skills

Authentic Vocation Worksheet

5:

Work and Other 323

Experience

Authentic Vocation Worksheet

6:

Job/Career Targets

324

Authentic Vocation Worksheet

7:

Work Environment

326

Entrepreneurial Quiz

329

Ideal Job Template

330

Authentic Vocation Worksheet Ideal

Day

8:

332

335

Exercise

Professional Balance

Business Reality

336

Wheel 295

CAREER COACHING

296

Establishing the Coaching Relationship

AreYouCoachable?

3

Coaching Agreement Forms

338

Coaching Intake Form

343

Coaching Plan Worksheet

347

Coaching

Call Preparation

Form

37

349

After-Coaching Call Reflection Form

3

50

Job Search Mechanics

Authentic Vocation Worksheet

9:

Job Search Marketing Plan

351

Template

Company Research Data

Sheet

Authentic Vocation Worksheet 10: Wants/Needs Analysis

352

353

COACH TOOLS Marketing

What

Is

Authentic Vocation?

What Do Skills

Career Coaches Do?

356 358

Development

Evaluating Communication Clarity

Coaching Competencies

Self- Assessment Checklist

Resources for Career Coaches

360 361

364

CAREER COACH'S TOOLBOX: CLIENT TOOLS

297

Usage Notes and Instructions The following forms, worksheets, designed for the use of

and other tools are career coaches working with individual checklists,

You may photocopy these copyrighted documents, or you can download them from the Internet at www.careercoachinstitute.com by joining CCI's Virtual Learning Community. A membership fee is required. All copies must contain the following credit: "O2003 Marcia Bench, Career Coaching: An Insider's Guide. Reprinted with perclients.

mission."

These documents

may

not be used in group seminars, training

programs, group coaching, or similar uses without the express written consent of the author. a licensing

fee, at

Such consent may require the payment

the author's discretion.

of

CAREER COACHING

298

Job Satisfaction Inventory Please circle the appropriate response after each item. 1

=

strongly disagree; 2

1.

I

my

= no

opinion; 3

=

strongly agree

current job.

2

3

2

3

1

2

3

i

2

3

have no fears about changing jobs.

2

3

think of myself as a successful person.

2

3

have high self-esteem.

2

3

1

2

3

1

2

3

'

2

3

1

2

3

2

3

2

3

2

3

2

3

2

3

2

3

like

!

2.

I

3.

It

4.

5.

6.

I

I

I

am is

my

clear about

easy for

me

career direction and

I

8.

Once

I

purpose.

to set goals for myself.

usually attain the goals

7.

life

I

set.

decide to make a change

my

in

life,

I

usually

move

ahead and do so without making excuses or procrastinating. 9

I

view chanae as a healthv occurrence

10.

The work environment

11.

I

1

12.

I

know

in

my

current job meets

exactly which career field

want to

all

want to enter

1

my

(or in

needs.

which

stay).

understand what motivates

me

and

to work,

I

make

job choices

based on those factors. understand the inner needs that

13.

I

14.

My

15.

I

I

feel a job

inner needs are fulfilled through

know the

signs that

tell

me when

it

my is

should

fulfill.

work.

time for

me

to

change

jobs or careers. 16.

17.

I

enjoy nearly

all

My job allows me personal goals as

To determine your

The highest

the tasks performed to satisfy I

my

is

High level of satisfaction

27-39

Medium

level of satisfaction

level of satisfaction

2003 Marcia Bench.

fulfill

my 1

numbers you have

51; lowest

40-51

©

job.

personal values and

score, total all the

possible score

Low

my

do the work.

Scoring: