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As Principal and Training Director at the Institute of Executive Coaching, Hilary works across and contributes to all the activities of the Institute. She directs and oversees the development of the Institute through curriculum design, training and research as well as the growing Community of Practice which was launched in 2005. She is invited to coach senior executives and their teams as well as facilitating coaching programs that build and sustain a coaching culture in organisations including the training, accreditation and support of in-house coaches.

Organisations she has worked with ABNAmro, Blackmores, Fairfax, IAG, ING, Westpac, AMP, AUSAID, Sydney Olympic Committee, Education Department, Health Department, Sydney Ports Authority, NSW Police and the UNSW.

Integral Coaching - A Crucible for Change

By Dr. Hillary Armstrong PhD. - Institute of Executive Coaching

The Institute of Executive Coaching, Sydney, Australia, is a private organisation providing executive coaching services to major organisations, locally, nationally and internationally, as well as providing coaching training to potential coaches.

While in its formative years as a training provider, the Institute drew upon a diverse range of management training models to design and deliver training programs that reflected their practical experience as executive coaches.

More recently the invitation to private providers of training to name and clarify their theoretical and philosophical positioning (Grant 2004) has encouraged us to examine and clarify the theories we draw on for our practice. This has been a fruitful process.

However we also take into account that propositional knowledge is mostly privileged over craft and professional knowledge (Higgs & Titchen 2001) and as practitioners, the work of the Institute is proudly positioned in the latter.

Three basic assumptions shape our practice: that coaching includes the whole person, that it has a strength-building orientation rather than a problem orientation and that it is embedded in spirituality, i.e. our connectedness with the greater context.

Any theoretical frameworks we employ have to express these assumptions. Coaches at IECA view coaching through three lenses, the crucible of the coaching encounter; how we understand the landscape in which coaching sits; and the practices we therefore choose.

Integral theory provides the map of the landscape as we see it. Its strength is to recognise the importance of 'outsight' as well as 'insight', intersubjectivity as well as social systems, science as well as spirituality. Experiential learning provides the structure of the coaching process and strength-based forms of psychology the tools to elicit what works rather than what isn't working, and operate in a 'here and now', 'looking forward' perspective.

The coaching crucible is the spiritual dimension of coaching encounters.

For information on the programs run by the Institute of Executive Coaching

 

  

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