We are delighted to be welcoming Christine back among us again to plunder the rich seams of North American literature. This time around we will be working with the Scarlet Letter by Nathaniel Hawthone . Please find attached three things. One a copy of the whole novel, generously gifted by Christine. An excerpt that we will be working with from that novel. and an explanatory piece taking us through the exercise we will be running through on the day. Please, please do the homework – it will massively enrich our session.
So many thanks to Peggy for getting up early from her Californian slumbers to take us through two schools of thought regarding the importance of national or regional culture in crafting our coaching approach. She then left us to do battle between the two schools – that is to say it hardly matters to it matters hugely. Please find below copies of the Global Mindset Survey and Peggy’s Slideshow.
Summiting, The Celebrity Coaches’ Way: A Letter from America.
While absent-mindedly browsing Linkedin recently – in my ongoing pursuit of examples of the credential claims made by coaches – I stumbled across an invite to a WBCS webinar entitled, ‘“Reimagine the Future of Coaching” … with four thought leaders’. Keen to learn some things – including as to how coaching might have been ‘imagined’ in the first place – I thought it might be worthwhile dropping by this piece of theatre; while at the same time checking out the credentials of these thought leaders on Linkedin. I felt sure, at the back of my mind, that I had heard of WBCS before – ‘World Executive Business Coaches Summit’ – but it was hard to locate it among the blizzard of coaching bodies and networks that clamour for attention in my ageing memory. This acronym triggered an association with the WBC – the World Boxing Council – whose forlorn job it is to unify the various boxing bodies. In mirroring the acronym of this older WBC, it might well be that the WBCS is subconsciously admitting to the impossibility of coaching ever unifying its constituent bodies either. While aspiring towards a summit.
This audio podcast thing captures the whole Letter from America
Prince Harry is now chief impact officer for BetterUp, a Californian corporate consultancy whose ‘mission’ is to sell online life coaching with — in his words, — ‘innovation, impact and integrity’. Harry may not realise it, but he is the latest celebrity frontman for the rapidly growing, broadly unregulated and frequently dubious corporate ‘coaching’ industry. And you might not realise it, but Harry, Duke of Malibu is your future, because California’s today is America’s tomorrow and Britain’s next week.
BetterUp is one of a group of Californian companies on the growing, corporate edge of life coaching. Its competitors have names like Workbot, Hone and Clear Review and they all claim to have discovered the secret to improving motivation and productivity at every level of corporate life — using data modelling and artificial intelligence to target what BetterUp calls ‘hyperpersonalised coaching’ at every employee. Imagine Big Brother running the department of human resources in the voice of an especially insistent yoga instructor. Imagine a future in which your boss feels you’re not productive enough, so he sends you to online therapy to make you a better worker, and receives reports on your innermost emotions.
BetterUp was co-founded in 2013 by a 27-year-old Texan named Alexi Robichaux. At the time he was, he says, ‘bummed’ by his experiences as a Silicon Valley product manager and ‘soul-searching’ for a better way to do digital business: ‘I started to look for help and engaged in everything from executive coaching to life coaching to therapy to self-help books. I even walked across Spain on the Camino de Santiago.’ Robichaux says that his vision ‘crystallised’ on his pilgrimage: to ‘use technology to scale coaching and make the lives of millions of professionals better’.
BetterUp now calls itself the world’s largest coaching network. It has 270 full-time employees, and subcontracts the services of 2,000 coaches to more than 300 companies, including Nasa, Hilton, Chevron and Warner Media. In February, BetterUp’s market value was more than $1.7 billion. And that was before the wave of publicity and interest when Prince Harry joined the firm.
In early March, three weeks before Harry announced that he’d ‘personally found working with a BetterUp coach to be invaluable’, the company launched two new products, Identify AI and Coaching Clouds. Identify AI gathers data on every employee — ‘where each person is in their career, their mindsets and behaviours, learning preferences’ —and assesses their ‘readiness for coaching’. It then filters this information through a company’s ‘strategic priorities’ to identify ‘who the right people are to invest in, and the appropriate dosage and type of coaching needed to best meet their needs’.
‘I’m feeling intense pressure to find five friends.’
Coaching Clouds comprises three layers of hyperpersonalised coaching. The top layer, Executive Coaching, will keep you in the corner office. In Professional Clouds, coaches with ‘at least ten years of prior corporate coaching’ mentor ‘emerging leaders and high potential individual contributors’. The third format, Field Cloud, is aimed at ‘frontline employees’, cannon fodder like ‘customer service agents and retail associates’: call centre workers, for instance, who are coached to show more ‘empathy’.
Robichaux claims BetterUp’s data demonstrates that when employees are ‘offered learning programs tailored to their preferences, they put twice as much effort into learning and development, and experience a 180 per cent increase in job effectiveness’. He doesn’t say what happens to employees who refuse the offer or dislike the dosage, or lack the requisite ‘readiness’ to submit to cod-psychiatric management-speak.
BetterUp claims to give its clients a ‘validated, quantitative measure of the impact of our service’. But there is no external assessment, and the validation and quantitative measurement are as arbitrary as BetterUp’s sales pitch. For BetterUp, ‘meaning’ and ‘satisfaction’ lie in the directing of work towards a collective goal. But there can be no objective measure of how people feel about their jobs. Consider Meghan, Duchess of Sussex’s dissatisfaction when she was temping in Britain, and how she felt about The Firm’s collective goals.
There is no federal oversight. Anyone can call themselves a ‘life coach’ or a ‘business coach’And who would dare to tell the boss that they think it’s intrusive of BetterUp to ‘isolate’ the ‘psychological factors’ that determine ‘whether, short of a medical emergency, an employee chooses to come to work’, or that it’s manipulative to use an algorithm to detect individual failures in nutrition and sleep? Who’d dare suggest that it can be irrelevant whether a worker is insufficiently keen on ‘diversity and inclusion’? Or even that BetterUp is a sinister waste of time?
Laszlo Bock, who worked on Google’s attempt at data-driven HR, calls the promise of data-driven efficiency ‘Silicon Valley fairy dust’. Peter Cappelli, a professor of management at the Wharton School of Business, believes that there is ‘virtually nothing — indeed, nothing I can think of — at the level of the individual employee that clearly drives revenue and so forth. There are far too many steps in the chain’.
Business coaching and life coaching are the modern faces of what the Boomers called the Human Potential Movement. The HPM’s godfather was Abraham Maslow, who devised the now-ubiquitous hierarchy of needs, a triangle with the physiological basics at the bottom and ‘self-actualisation’ at the top. The goal of therapy was no longer Sigmund Freud’s modest aim of reconciling the patient to ‘ordinary unhappiness’; it was unleashing everyone’s innate genius.
Not surprisingly, the HPM took off in 1960s California. Incubated at the Esalen Institute at Big Sur, it became the counter-culture’s way of doing self-help: the long, strange trip of encounter groups, Gestalt therapy, Zen, holotropic breathwork and Transcendental Meditation.
As the Boomers aged, the seekers and swingers in the hot springs at Esalen mutated into the spiritual businessmen of the 1970s and 1980s. In 1971, Werner Erhard, a car salesman influenced by Napoleon Hill’s Think and Grow Rich, launched Erhard Seminars Training in San Francisco. EST was a therapeutic bootcamp: no wristwatches, no bathroom breaks, no talking until spoken to. The goal was to force rapid enlightenment about personal potential through ‘ruthless compassion’. Erhard is still alive and highly litigious, so you’ll have to look online to read how he beat accusations of incest, bullying and tax evasion. In 1984, he launched a less ruthless version of EST, the Forum. Its successor, Landmark, is still going. You may be familiar with the glassy-eyed zeal of graduates of its three-day psychotic break, the Landmark Forum. They sound not unlike Prince Harry when he gushes about ‘peak performance’, ‘transforming pain into purpose’ and unlocking ‘potential and opportunity that we never knew we had inside of us’.
There is no federal oversight of America’s coaching industry. Anyone can call themselves a ‘life coach’ or a ‘business coach’. BetterUp says that its coaches are ‘ICF–certified experts or licensed therapists’. The ICF is the International Coaching Federation. Its founder, Thomas J. Leonard, worked at EST in the 1980s. He also founded the International Association of Coaching, which sells ICF-accredited courses, and CoachVille, which sells add-on training and coaches the coaches at its Center for Coaching Mastery.
The ICF is not a neutral self-regulator like the American Bar Association. It is part of the coaching economy. Apart from selling accreditation, the ICF runs a Coaching in Organisations programme for businesses, and a Thought Leadership Institute that ‘facilitates interaction between innovators, technologists, venture capitalists, press and influencers’. It also sells tickets to ICF Converge, its annual seminar for coaches.
The modern coaching industry is to Sigmund Freud what Ronald McDonald is to Auguste Escoffier. Workers are sliced and diced into profiles through digital astrology. Corporations love this because it promises to raise productivity and reduce healthcare costs. Insurers love it for the same reasons.
It’s almost painful to think that Prince Harry believes his enlistment as a corporate mascot will have a positive impact on mental health in the boardrooms and call centres of America, when the only impact of him serving as the credulous face of a dodgy and shoddily regulated industry will be to embarrass his family once again.
in this interview Erik talks over his findings with Mick Cooper, who teases subjects dear to CCG hearts. Such as … is coaching really mainly for the elite? Does it make the rich richer? And do we really need coaching to make call-centres more efficient?
At our last meeting in April we explored the subject of coaching those in the third age – at the point of elderdom – or whatever we might call it. This followed a different route from the usual, with my offering up myself as a client to the group – and offering an audio play / drama for participants to deal with as they wished.
What i heard from you at the close of the session was that the play served as a very different type of device to carry the inquiry and the learning – and that it was good to have some thoughtful pre work of a different kind. They said that my stepping into a vulnerable space, and offering myself up as client provided an opportunity to work with a living case study, with the client present.
The spilling out of ‘confessions’ into the play had an unexpectedly cathartic effect for me – and also had the same effect for some others who were coat tailing on the stories, and parallel processing. It was clear that my issues and challenges not unique to me, but true for others not just in third age but also others in transition or who have clients in transition.
We all felt that there was enough juice in this session to warrant a further session on the same subject, not just as a contribution to ‘help the aged’ but also for others facing similar life and career transitions.
some of the provocations that arose from this session included
Provocations and challenges
- Letting go – is more complex than it seems
- Addressing underlying melancholy – which is of course human and allowable
- Okay to stay with the trouble
- Allow the song in your heart to be out there in the world
- Allow the need for mourning
- The psychodynamics of grieving, and of survival and adaption – and the need for courage in the face of that.
- The inevitable reaching back to youth.
- Making peace, seeking a place of peace
- Is there a slowing .. but is that not a good byproduct of ageing?
- Cloaks and gowns are fine and grand but they can also hide things. Are robes about power and control?
- End of career? Or is that word a bedfellow of the R WORD – indicating a finite termination.
- Is retirement a construct that we could retire? There are at least five ages, and we can work until 100 should we wish
In this episode Daniel shares his research and experience of credentialing and accreditation in coaching. His findings ask many questions about the credibility of practices, often delivered by self-appointed regulation bodies, some that make a lot of money from the process. Daniel identifies eight consumer types of coaches in relation to accreditation and credentialing: The Enthusiast, Complier, Susceptible, Pragmatist, Procrastinator, Agnostic, Ideologue and Inquirer; each seeking or resisting accreditation and credential for different reasons. Daniel and Simon discuss the importance of critical thinking to question these credentialing norms, and how the practice of attaining accreditation is often a process more aligned with audit culture and collecting a number of hours in training and practice with very little quality control on what happens in those hours. An important podcast for coaches, trainers and HR and managers purchasing coaching. Bio After thirty years experience of coaching and business consulting that became increasingly globalised in nature, Daniel returned to the UK from South Africa in 2005, to complete a PhD and to teach and research in a variety of Higher Education Institutions. In 2006 Daniel founded the Critical Coaching Research Group, which he continues to lead to this day. His preferred research idiom is narrative practice; in the past two years he has authored two satirical novels set in the coaching world, and is in the process of writing a series of ‘plays for voices.’