Association of Corporate Executive Coaches Announces First International Awards Competition

New Jersey (PRWEB) April 24, 2013

The Association of Corporate Executive Coaches (ACEC), a global organization driving results-oriented standards to define the master-level executive coaching industry, today announced the creation of a new worldwide competition, The International 2013 ACEC Executive Coaching Thought Leader of Distinction awards. This landmark program and its distinguished awards are designed to honor a person or persons who’ve made significant contributions to corporate executive coaching, specifically when their work introduces transformative and sustainable business impacts on those they’ve coached.

“Qualified corporate executive coaches have greatly improved the efficiency and profitability of the companies and leaders they serve,” said CB Bowman, ACEC CEO. “And international awards like this one will help raise the collective standards of coaches as others strive to achieve similar excellence, eager to pay that knowledge forward. Standardization and recognition of those standards channeled through a competitive awards program is like our industry’s version of the Malcolm Baldrige National Quality Award. Highlighting the accomplishments of the select few raises the standards for all, improving global recognition and support for the considerable value they add.”

The ACEC, founded by Bowman, a master coach with more than 20 years of experience and expertise with Fortune 500 clients, was launched in 2010. The association brings together more than 100 of the world’s elite executive coaches from over 22 countries. The reality is that many C-Suite executives of Fortune 500 and Fortune 1,000 companies lack an objective sounding board to voice their management challenges and business concerns. Corporate executive coaches, skilled in multiple verticals, help free their clients from their own echo chambers, providing expert advice with no competitive edge to be gained.

Achieving that type of relationship requires industry knowledge, as well as a broad understanding of corporate methods. That’s why the ACEC prides itself on an impressive variety of member metrics:

• 99% have a post-graduate degree and 10 years of executive coaching experience – a longevity statistic strongly correlated to the performance of corporate executive coaches;
• 90% are published authors in a variety of outlets including white papers, articles and books;
• 80% have coached a Fortune 1000 company and have over 10 years of coaching experience with C-Suite executives; and
• 98% have 10 years of experience inside a corporate environment as a business executive responsible for the bottom line.

Nominations for the upcoming awards can be filled out online here and will continue until May 15th.

Bowman added, “Corporate executive coaches may not always take center stage when senior-level executives are recognized for their years of skillful management. Very often what’s not captured in those moments of public praise are the dedicated and hard-working collaborations that go on behind the scenes between qualified corporate executive coaches and the executives they coach.”

About the ACEC:

Founded in 2010, the Association of Corporate Executive Coaches has a unique global mission: To recognize master-level executive coaches and support their work worldwide through forums for continuous learning, collaboration and community – while upholding rigorous admission and credentialing requirements – so members can make the most positive impact possible on business leadership and performance.

In the first few months of 2012, the ACEC re-launched its website and blog; launched a quarterly e-Magazine, “The Paradyme* Shift,” which examines industry-wide executive coaching trends, business updates and best practices; and has enjoyed a 50% increase in the group‘s membership. A new board and executive committee are also helping steer the ACEC in new and exciting directions.

Read the full story at


Plutchik’s Wheel of Emotions

Psychologist and researcher, Robert Plutchik created The wheel of Emotions – a model of human emotions and their relations and combinations. It consists of 8 basic emotions, opposed in pairs, and multiple shades.
The model resulted in a circumplex where emotions and variations are represented by different colors and hues. This circumplex can be flattened in a 2D view (see below) to allow viewing of all emotions at once.
Plutchik identified eight primary emotions, which he coordinated in pairs of opposites: joy versus sadness; trust versus disgust; fear versus anger and anticipation versus surprise.


Intensity of emotion and indicator color increases toward the center of the wheel and decreases outward. Akin to a color wheel, variations in color intensity correspond to variations in emotional intensity. Thus, the eight primary emotions occupy the middle ring of the flower with more intense forms occurring in the center (depicted by bolder colors) and milder forms the extremities (depicted by paler colors).

For example, “Rage” is the stronger form of “Anger” while “Annoyance” is the weaker. Similarly, terror becomes fear and then apprehension; Ecstasy becomes joy and then serenity.
Further, secondary emotions are displayed as combinations of the primary ones: Acceptance and apprehension combine to create submission.

Personally, I find this model pretty illuminating. Although, Plutcih’s model is a good start, it seems to be incomplete. It has often been argued that many complex emotions have not found place in this model. To that extent, this model is limited.

Effective Coaching helps in Sharpening Your Focus

One of the competencies of successful coaches is to be able to assist the coached ‘decode’ his or her words, thoughts and emotions. But in doing that, the coach needs to avoid the trap of drawing meanings of the coached person’s words based on his or her own frame of reference. It is important to remember a word may have different connotations for different people.

What a coach needs to do here is to help the coached move beyond generalities and be precise with words, thoughts and emotions. More often than not, I’ve heard the coached using generalised and absolute statements like “I never have enough time” or “Nobody ever listens to me” or “They always reject my ideas.”

I have also heard sentences sprinkled with comparative phrases like ‘more than’, ‘better than’ and ‘less than’.  And I have heard people use collective nouns and pronouns that are sweeping rather than specific – “they,” ‘we,” “the stakeholders” and “senior management.” It is also interesting to hear them say “I need to communicate well” or “I need to be healthy” and speak of self-imposed constraints.

Coaches may use a series of clarifying questions to facilitate the process of sharpening the focus. Take for example a time when the coached comes up with a generalised statement like: “My leader always rejects my ideas.” A coach may then ask: “Is it true? How many times in the last six months have your ideas been rejected?” That will help the coached get more clarity.

Similarly, when the coached uses comparative terms like ‘better than’ or ‘more than’, it is imperative that the coach ask “Better than who?” or “More than what?” Or, when collective nouns like “the stakeholders” and “senior management” are used, it may help to ask “Who specifically do you mean?” or “Who in the senior management?”

A good coach will always ask the coached “What do you mean by communicate well?  Do you mean you want to articulate ideas well or be brief or listen more and talk less?” And when the coach hears of self-imposed constraints, the attempt should be to discover what exactly the constraints are. Some of my favourite questions which often encourage the coached to challenge their thinking and test these constraints are – According to who?  What measure are you using?  What is the worst that could happen if you didn’t do this?

Indeed, the clarifying questions often act as a mirror and may help the coached test his or her own beliefs and even re-evaluate his/her thinking. The time spent in ‘digging’ to understand  the coached person’s perspective and helping him or her articulate thoughts and ideas with clarity is a useful exercise and may help in saving time and energy in the long run.

On receiving my ACC certification from International Coach Federation


Its a beautiful day as it brings with it the great news: I am now an ACC – Accredited Certified Coach (ICF, U.S.A)

When I look back at the last two years and the work which went into getting here while juggling so many plates in the air,I am proud of this achievement and wish to thank my family, teachers at my school: International Coach Acdemy (ICA, Australia), clients, readers and my awesome friends for their support.

This is a milestone in my journey and not the end. My next goals are already polished and  shining!
Just as the motto of my alma mater goes “Forever more and better ever”

Times Ascent Online- Executive Coaching: A rage! Cover Story

Sheetal Srivastava

There’s been a need for executive coaching in India for a long time. More-so now than ever before because of the pace of change in the corporate world and people’s expectations from their work.

Given the talent crunch that most HR managers complain about, specially at a senior level, executive coaching helps address a need which is hugely resonant among CEOs and top-level managers. Also, research often highlights that a “bad/uninspiring” boss is the most frequently cited reason for people quitting. Executive coaching helps develop “good/inspiring bosses”.

In fact, it helps in the transition of people from being bosses to coaches, who urge their teams to deliver. Says Radhakrishnan B Menon, managing director, LBW (Leadership in Business Worldwide) Consulting, “Normally focused on senior leaders and high potentials, coaching can improve leadership skills and team performance.” He further adds, “Eventually it generates high performing teams. Best results are achieved when coaching is aligned with business strategy.”

India is fast leaping into a new generation of economy, where the proliferation of new industries and the expansion of the existing ones has led to an unprecedented demand for highly skilled/experienced talent. With investments in these businesses at an all time high, the dependence on people performance has shot up dramatically.

The methods used to nurture talent base need to be in synch with the new dynamics. Today’s professional has changed from the earlier generations. He is far more aware of the unprecedented choice of job and career options. He therefore, looks for meaning beyond the hygiene factors of compensation. It is thus, critical to understand this professional to enable the organisation to leverage his true potential. 

“Coaching worldwide has managed to be a critical intervention in connecting best with the new- age professional, and India seems to be ripe for a similar movement,” avers Abhijit Pradhan, founder & chief explorer, Superstar Business Solutions.

“Businesses also need new and innovative strategies more than ever to succeed in the market place of today. Executive coaching can prime their most important assets – to take up that challenge,” adds Pradhan.

So how does executive coaching help drive an organisation’s business objective? Coaching helps create OWNERSHIP within key talent. It then helps the candidate translate that ownership into ACTION. All this is under the ambit of the overall organisational business goals. Coaching is sensitive to business realities and helps the individual find his answers and strategy in achieving those goals.

“Coaching is based on the belief that people have great potential and that they achieve what they believe. With this in mind, executive coaching is offered to senior people in the corporate world with the overall purpose of utilising the full potential of their senior people,” says Prof. Rooshikumar Pandya, a pioneer in the fields of communication, stress management, and therapeutic suggestions.

Executive coaching differs from a typical HR training. It is a form of leadership development that works one-on-one with an individual (usually senior management); to help them truly get on the mission/vision of an organisation, by addressing hurdles/obstacles they face (could be attitudes, challenging behaviour of peers/subordinates/senior etc). In turn, the coached individual is able to inspire and motivate his/her own team to deliver results, thus, build a winning team.


What do you think is the future of Executive Coaching In India?

I posted this question on LinkedIn a couple of days ago. Here is how it goes:


” Executive coaching as a specialized discipline has been flourishing in the United States, UK and other mature market economies.

“For years, CEOs of some of the most successful and largest companies have relied on executive coaches. Henry McKinnell, CEO of Pfizer, Meg Whitman, CEO of eBay, and David Pottruck, CEO of Charles Schwab & Co., are a few who rely on a trusted adviser.” (The Business Journal. Nov. 2002.)

Research studies in these countries have been consistently showing spectacular improvements in performance after executive coaching.

“These days, coaching is viewed as very positive and demonstrates an organization’s commitment to the employee’s success in both current and future roles. Furthermore, coaching is increasingly provided to mid-level executives, as well.” says Peyton Daniel, Senior Managing Director & Coaching Practice Leader for DBM North America in the recent study conducted by DBM and the Human Capital Institute (HCI)
What do you think is the future of Executive Coaching in India? ”



This is what friends at LinkedIn said :

Sandeep Malviya

This answer is not sector specific. If we see start ups are mushrooming across the sectors, may be IT/Non IT, many young entrepreneurs are coming in the market. We need executive courses which deliver the exposure to understand various business situations after all business is long run game where you have to deal with all kind of stuff. As there are many B-Schools which have launched Executive programmes but I think Executives are more inclined to join Elite Segment only. There is bounds of opportunity to design and make successful this type of courses.


 Phil Johnson, Ph.D. Authentic Leadership™
Business Leadership Coach, Author, Speaker

Shalini – many of The MBL Global Network’s members are coming from India … coaching interest and awareness seems to be growing rapidly.

Nishith Trivedi
Consultant – Infosys

Hi Shalini,

The concept of Executive Coaching is relatively new in India.

Over the last 3 to 5 years it has got traction. As more and more organizations drive to adopt best practices and learnings from the fortune companies, the practice of executive development is becoming more visible.

Lot of mid-size companies too who have active board members have seen getting support for executive coaching esp for C level execs. The large organizations are extending such practices to the mid-level segment to foster effective grooming and succession planning.

In my opinion the future of exec coaches in India will be very good as many C level execs have begun to seek continuous and active support from executive coaches. This trend will gain speed as many Indian as well as non-indian companies are appointing expats in operational roles. The expats are used to such concepts and that would in turn help in getting the initial buy-in.  

 Anshuman Tiwari
Change Management, Business Excellence and Six Sigma professional.

While passion is key to all careers it is even more so for a Executive Coach. I won’t really bother what is the future of Executive Coaching is in India. It doesn’t matter I think. I won’t consider becoming a coach because the future is bright. I would consider it if I think I can do well. I can help. If I am good I will make money also.

Realistically speaking I have some apprehensions about coaching in India – most of us have difficulty admitting we need help. A mix of upbringing, schooling, and role modeling by parents (elders) has made this even worse. Seeking help is considered a sign of weakness.

Going back to how I started my response – I wish there are more coaches who really are good at coaching. Slowly the tide will turn.

Subhas C Biswas
Trainer, Consultant and Auditor

Future is bright.
Coaches are getting matured.
Demands are picking up for young executives.
Parental guidance and traditional coaching is losing its steam.


Mark Herbert
Author, speaker, coach

The rate at which both Indian and Chinese companies and organizations have adopted our “best” practices and modified them to utilize them in their organizations is impressive.
I suspect like in this country it will catch on. Also like this country you will struggle with what defines “effective” coaching and the techniques will need to both integrate the best practices and the cultural nuances appropriate to the culture.
I see coaching as essential to creating the trust and interpersonal relationships that create true engagement. I have a sincere hope that “engagement” as a business philosophy becomes the international standard and that rather than studying “American” management practices or “Japanese” management practices we look for something that transcends.
I have created a very basic model with five elements that I think is applicable in any culture- those elements are: respect, responsibility, information, rewards, and loyalty. There are “skills” that are necessary to implement and sustain that model, but those skills like the elements are transferable.
I also believe that “coaching” needs to be pushed down in the organization. Waiting to implement it at the mid or executive level is wasted opportunity. It should be built into the foundation of leadership and management training.

Deepak Deshpande
Vice President – Human Resources, NetMagic Solutions

Hi Shalini,

This is indeed the best time to have such initiatives in the Chindia subcontinent.

Life coaching is not a new concept to the Indian subcontinent and same is the case with Personal Coaching. Indian scripts are full of examples of such practices. Even today, you will find many top business executives, company owners and successful working professionals who have their own coaches and mentors. Typically they are called as ‘gurus’ and are addressed in several different forms. Some of them are sincere, genuine and few fake.

Business coaching and conflict coaching is still in the nascent stages. Although a sizable number of Companies invest in coaching for the middle level managers, there are very few Companies which have structured and established coaching programs for top business executives.

The Indian subcontinent is certainly waking up to this world of coaching and has begun to appreciate the merits of coaching. So from that perspective surely the future for good coaches in India is surely bright as many C level execs have started to seek on going and active support from executive coaches. This trend will gain momentum as more and more leaders as MNCs appoint expats in their respective organizations. The expats are used to such concepts and that would play a key role in rolling out such practices.

Research data is full of examples where Chindia – Indian and Chinese companies have adopted traditional age old practices and customized them to their organizational needs. Personally I believe coaching as an essential tool to create and enhance trust levels to promote interpersonal engagements

Needless to add, any coaching initiative need to take a top down approach to reap the true benefits and that will happen only when the efforts have a structured process-driven relationship between a trained professional coach and an individual or team. This should include: assessment, examining values and motivation, setting measurable goals, defining focused action plans and using validated behavioral change tools and techniques to assist one to develop competencies and remove blocks to achieve valuable and sustainable changes in both professional and personal life.

One word of caution though, for quick and a healthy start to such efforts, all coaching programs need to have a good blend of western and eastern philosophies and honor local cultural and ethnic sensitivities and customize such programs. Dishonoring local sensitivities is a sure way to the highway of failed experiments. Like they say, THINK global ACT local!


Yes. The future is definitely bright.

The more and more the boundaries of local vs global are getting evaporated, the Indian companies and the top management will find the need to have executive coaching in making their companies grow beyond a certain limit.

The highly competent advisors will be in demand.

We are providing such services to the SME sector.

Arun Dhiman
Student at Jaypee University of Information Technology

hi Mam,
well Executive Coaching, today, is widely accepted as a ‘necessary learning’ in the arena of competitive business. It is accepted as a part of standard leadership development for top- rung executives. It is a Programme of one- to-one collaboration between a certified coach and an executive, who wants to better his leadership skills, access new perspectives and above all reach maximum potential.
The trend is fast catching up in India too. Top corporate executives acknowledge the energising role that a coach plays and are fast seeking the expertise of an executive coach in order to strengthen their business vision, performance and capacities. However, there is a perceived need for a tailored programme to train senior professionals, and thats what Executive Coaching do….

New Research Reveals Increased Credibility and Positive Returns for Executive Coaching:Courtesy COMTEX

    Benefits Include Enhanced Organizational Performance and Bottom Line

More than ever, organizations are using executive coaching to enhance performance across the enterprise by grooming high potential employees, while also supporting high-performing executives and leadership teams, according to a new study, Trends in Executive Coaching: New Research Reveals Emerging Best Practices. The research findings were released today by DBM, a global outplacement, coaching, and career management firm and the Human Capital Institute (HCI), a global professional association and educator advancing the science of strategic talent management.

The study of nearly 500 top business and human capital leaders shows that the demand for executive coaching services is growing due to increased credibility and demonstrated impact on the enterprise. The vast majority of respondents (78%) view coaching as a credible and effective way to enhance an individual’s effectiveness in driving the performance of an organization. Key findings include:

— Organizations are benefiting from a high return on investment (ROI) for executive coaching.

— More than three-quarters of enterprise executives view executive coaching as credible and valuable.

— Investment in coaching is on the rise as organizations strive to build ready pipelines of talent.

Organizations benefit from a high return on investment (ROI) of executive coaching.

“DBM’s research reinforces that executive coaching can generate significant rewards within an organization,” said Karen O’Boyle, President of DBM North America. “Businesses that invest in human capital by effectively leveraging executive coaching to groom talent throughout the enterprise are witnessing a significant impact on both operational excellence and the bottom line.”

Of the study respondents who calculate ROI, 77% believe that executive coaching provides their organizations with a solid return. These individuals estimated levels ranging from a minimum of 100% ROI to more than a 500% return.

The research found that organizations are using a combination of metrics and qualitative factors when evaluating the success of executive coaching. Organizations measuring direct financial impact most often track:

    -- executive output (33%), such as sales revenue and productivity

— quality improvements (23%), such as increased reliability or decreased defects

    -- cost savings (23%)
    -- turnover (21%)

In addition to tracking direct evidence of financial return, organizations also considered a variety of qualitative factors when measuring the impact of coaching. These included:

    -- achievement of agreed upon development objectives (84%)
    -- anecdotal evidence of success (83%)
    -- assessment from the coach (82%)
    -- other people's perceptions of the coachee (79%)

— coachee’s ability to be promoted or to take on new responsibilities (74%)

A majority of enterprise executives (78%) view executive coaching as credible and valuable.

“Executive coaching has become an ideal talent management tool for increasing business performance and making a company’s best people better,” said Peyton Daniel, Senior Managing Director & Coaching Practice Leader for DBM North America. “Years ago, organizations hired coaches only to support their top tier executives or to ‘fix’ bad hires. These days, coaching is viewed as very positive and demonstrates an organization’s commitment to the employee’s success in both current and future roles. Furthermore, coaching is increasingly provided to mid-level executives, as well.”

According to the study, the business community has embraced executive coaching as a versatile leadership development tool that can be used to proactively enhance the effectiveness of already high-performing and capable executives.

Interestingly, organizations reported that the predominant use for coaching is to address derailing behaviors. However, when asked to rank the top circumstances where executive coaching has the greatest impact, “addressing derailing behaviors” placed third. The top three opportunities for coaching engagements that can have the greatest impact include:

    1) developing "high potential" candidates for succession planning (29%)
    2) helping a capable executive achieve a higher level of performance (28%)
    3) addressing derailing behaviors (22%)
    Investment in coaching is on the rise.

Organizations are planning to increase their investment in coaching, specifically in order to build a ready pipeline of talent and ensure top talent achieves mission-critical objectives. Future investments are shifting due to evolving outcomes desired, according to the study.

Organizations on the whole plan to increase their use of coaching in order to:

    -- groom high-potential employees (62%)
    -- help capable executives achieve higher levels of performance (58%)
    -- enhance the effectiveness of leadership teams (48%)
    -- provide on-demand coaching for short-term, targeted situations (44%)

The most significant planned decreases in the use of coaching, according to survey respondents, include:

    -- addressing derailing behaviors (14%)
    -- guiding career decisions (12%)

“Executive coaching is clearly an important tool for organizations seeking to embrace the talent economy,” said Allan Schweyer, Executive Director and SVP of Research at HCI. “Talent management executives recognize that executive coaching can not only enhance situational learning, but also lead to enhanced performance and a competitive advantage in the marketplace.”

    About the Study

DBM conducted a research study in partnership with the Human Capital Institute on trends and emerging best practices in Executive Coaching. The 472 respondents were from a wide cross-section of industries and were comprised of HR Business Partners (32%), top Human Resources Executives (26%) and the remainder in Organizational Development and/or Training/Development roles (42%).

DBM is a leading global outplacement, coaching, and career management firm providing services to private and public companies, not-for-profits and governments. Visit to learn more.

The Human Capital Institute is a global network of more than 115,000 members in 40 countries committed to shaping the world’s new talent economy. Visit to learn more.


David Keathley of DBM,                +1-404-325-4100        , Web Site:           

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