This presentation covers the competencies and positioning of the certified master coach (MC).

1. ©Profweb 2015

2. Coaching Approach
+ =Coaching & Mentoring Competencies
Coaching Professional
Competence
UnderpinningCoaching
Knowledge
©Profweb 2015

3. Introduction
• This presentation covers the competencies and positioning of
the certified master coach (MC).
• The master coach is NOT about credentialing any and all
coaches.
• It is focused on certifying individuals with deep business
competence, consulting competence and coaching /
mentoring competencies.
• Note that the IMCSA definition of competence includes
knowledge, skill and attitude; underpinning knowledge is
therefore implied
©Profweb 2015

4. Scope
• MC recognises that the true advisory professional “changes
hats” during the process of engaging with an executive level
client and his/her team.
• It is also recognised that the executive’s needs may change/
morph during the interaction and will truly respect an
individual who can “empathise” with them.
• In addition, the definitions of coaching and mentoring are used
differently in different parts of the world and the IMCSA
recognises each aspect of these competencies and sees them
as equally important.
• The IMCSA has taken a “non purist” view of coaching and has
recognised the challenges of the modern business executive
and has adapted its model accordingly.
©Profweb 2015

5. Research Conducted
• Research has been conducted into various coaching,
mentoring and consulting frameworks.
• This has yielded an interesting result, namely:
• The competency framework of the ICMCI covers all competencies
required for the various coaching framework with the specific
exception of:
• Coaching psychology
• Coaching models, processes, techniques, tools
• The learning and development process (which some consultants, but
not all, do have) – these would include change management
consultants, learning and development consultants and those who
specialise in training on their area of expertise.
©Profweb 2015

6. Research
• Our research has taken each major coaching framework
and has mapped it to the CMC competency framework
(CF) in order to ensure consistency of terminology and to
cross reference said competencies.
• As a result of the research conducted, the IMCSA has
developed a proprietary competency framework which is
derived from and mapped to the international CMC CF.
©Profweb 2015

7. Accreditation Process (1)
• The accreditation process for MC is strictly based on the
process for CMC with additional requirements.
• The CMC is required to produce evidence of competence
and ethical practice in a disciplined manner, which is
quality assured by the ICMCI according to ISO 17024
compliant standards.This includes continuing
professional development (CPD) in line with the CF.
• In addition to the above, the MC must produce evidence
of a recognised coaching qualification or course,
coaching competence, credit client hours and be able to
describe a personal coaching approach in detail.This
evidence, as with the CMC, will require the production of
an assignment, provision of a professional resume,
presentation and “mock coaching session”
©Profweb 2015

8. Accreditation Process (2)
• The IMCSA takes a unique approach to supervision through
the identification and provision of “mentor coaches”, who will
be available to master coaches as a “mirror” or peer reference
point. A “mock coaching session and review will be required
annually.
• There is a CMC – MC pathway which acknowledges the CMC’s
standing. Refer Jordan 2010 presentation to ICMCI.
• The code of conduct is common to both.The IMCSA code of
conduct is seen to be relevant to advisory professions in
general and is internationally benchmarked.
• The IMCSA will recognise selected coaching accreditation/
education as being relevant inputs to its MC designation.This
will be done on a case by case basis but once a certification or
qualification is recognised, it does not need to be re-
submitted for MC recognition.The IMCSA will also recognise
additional training providers at its discretion, in line with its
standards and framework.
©Profweb 2015

9. Business Competence
Client Business Insight External Awareness Consulting Business Insight
ConsultingCompetence
Tools and Methods Consulting Process and Practice Risk and Quality Management
Client Focus Engagement Management Knowledge Management
Change Management
ProfessionalCompetence
Values/ Beliefs/ Attitudes Ethics & Integrity Personal Behaviour/ Modelling
Understanding the various roles performed and where applicable (Mentoring, Coaching, Consulting)
Personal & Interpersonal Competencies
Self awareness Self Management Self Motivation
SocialAwareness Relationship Management Diversity Awareness
UnderpinningConsulting and Business Knowledge
EnsuringContinuous learning and development
TechnicalCompetence
Functional Specialisation Technical Specialisation Analytical Competence
©Profweb 2015

10. Coaching Approach
Tools, methods, techniques Coaching Process and Practice Coaching Model/ How
Coaching Competence
Delivering Measurable Results Being Fully Present Communicating effectively
Facilitate learning & Results Co Creating the relationship Client focus/ Presence
Questioning Deep Listening Building Rapport
UnderpinningCoaching Knowledge
EnsuringContinuous learning and development
Note:These competencies are “additive” to the consulting competencies
and in many cases duplicate the consulting competencies
©Profweb 2015

11. Underpinning knowledge
• IMCSA approach to knowledge is that it is inherent in
competence and needs to be continuously developed.
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12. Consulting Depth, Defined as Range Statements
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2
3
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13. Coaching Depth, Defined as Range Statements
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3
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14. Coaching Depth
• The IMCSA has defined 3 levels of recognition:
• Associate
• Business, Executive or Leadership Coach (Member)
• Certified Master Coach (subject to international standards)
©Profweb 2015