Coach Your Brain to Overcome Procrastination

– What tasks have you put off today?

– What important activities have you been postponing for ‘just after I finish with this’?

– How have the current coronavirus constraints, fears etc. affected your inclination to get things done?

– Have you referred to yourself as lazy recently? Or been called lazy by someone?

– Do you sometimes blame yourself and despair at not getting it all done?

Most of us struggle to get things done sometimes and procrastination is more common than we might believe. We endlessly attempt to fit in more and often curse our time management skills. Yet, studies haveclearly discovered that procrastination is more about managing emotions and mental states than about time management.

In my experience of coaching people for success over 14+ years, I’ve learnt that rocrastination is a subconsciously learned mind pattern which can be changed.

Our Brain & Procrastination

It all starts in our brain which naturally organizes all experiences and situations into two basic categories – reward or threat! Our brains also notice what could go wrong faster than prospective benefits. This gave us a distinct evolutionary advantage at a time when survival was dependent on our ability to predict danger. Today, this results in an innate negativity bias which comes in our way because it activates our subconscious threat response every time we perceive potential conflict, difficulty, uncertainty or even a possibly unpleasant task!!

A subconscious negative stimulus can take over valuable brain resources and lower our energy levels. It also triggers a strong need to balance out the negative by seeking gratification which we typically find in easier, familiar activities or temporarily in inertia.

The protection/avoidance mechanisms of our brain also activate much faster that our slower, deliberate, goal-oriented thinking. This can play havoc with our ability to initiate and sustain action! Before we know it, we are procrastinating again and soon we have a pattern that may develop into a habit! Fortunately, this can be reversed and adapted through practice and patient retraining.

What works, What doesn’t!

An important step before we can begin to work with procrastination is removing the associated blame or self-blame from getting things done. When we start from a place of blame we have already primed our Brain’s protection and avoidance mechanisms and triggered the vicious cycle of inaction. Historical approaches which considered procrastination as a ‘problem’ and aimed to “fix” people often backfire because they further aggravate the blame cycle. Coaching is one of the most powerful methods to create positive shifts in behaviour because it starts with believing that the client is whole, creative and

capable of finding their own solutions. Internationally acclaimed institutions such as ICF (International Coaching Federation) continually emphasize the importance of having positive regard for the client; strengthening the clients belief in their own abilities and helping them find their own solutions. The ICF competencies for coaches emphasize the importance of:

– Appreciating client autonomy, not imposing an “ideal” action plan onto the client.

– Supporting the client in reflection & reframing

– Using questions to elicit new insights and sharing observations to support new learning

– Sustaining a focus on the future goal

This helps coaches and clients create change that lasts by uncovering the root cause, the underlying

patterns and beliefs that stimulate procrastination!


Start with these!

Here are some brain friendly techniques that will help break the cycle. A Stockholm University study tested many of these strategies with positive results on a group of 150 self-reported “high procrastinators” over 10 weeks. Try out the ones that work for you.

  1. Consciously draw your attention to the positives. Think about the potential benefits of completing the task and imagine how good it will feel to get it out of the way. This will help your brain focus on the potential rewards instead of the toil of executing the actions.
  2. Reframe negative points as potential opportunities by beginning sentences with ‘How might I…’ or ‘What could be a way to…’ E.g. Instead of “This cannot be completed by Friday” think “What could be a way to complete this by Friday.” Reframing in this manner activates deliberate, goal-oriented thinking and bypasses the immediate mood repair focus of the brain.
  3. Set the bar low for the first steps. Once we start, the chances of finishing increase significantly since the typical brain seeks closure and completion to feel at ease. Clearly define the first steps and make them easy. This motivates the brain to get started.
  4. Meditate to change Brain structures. Research has clearly linked mindfulness meditation to strengthening of functional connections in the brain.
  5. Set small high-focus deadlines with zero interruptions. Use a timer to plan a set period of high-focus with no interruptions or distracting notifications. The brain finds it easier to focus deeply for shorter periods ignoring distractions especially when it knows a break has been planned to deal with those. Try 25 high-focus minutes followed by a 5minute break and a longer break after 90 or 120 minutes.
  6. Work with a coach. Going it alone is rarely a good idea. Since procrastination naturally comes in the way of getting things done, trying to resolve it without the necessary support can be a recipe for disaster!When looking for a coach make sure you pick one who is qualified with the right credentials and makes you feel comfortable.

Hope this helps you start your journey of getting things done on day one rather than one day.


Shweta HandaGupta, MCC

– Works with CEOs and boards to measurably enhance strategic output and bottom-line impact of topleadership teams.

– Helps ambitious leaders significantly accelerate their professional success.

– Is co-founder and leader of QuadraBrain® Transformation Solutions which specializes in MakingComplex Change Simple!

QuadraBrain® helps deliver 100% success rates for business transformation using proprietary research (published).Shweta brings 20+ years of experience including a change specialist role in a Fortune50 organization andas CEO of a small business group. She has received numerous global honours including CEO Coach of the Year & ICF Young Leader award.


Executive presence – what is it and how do you get it?

The second most important leadership skill in order to be promoted to the top is executive presence according to a recent survey from Gartner. A lot of Coaching assignments start out with the objective of improving executive presence. So, what exactly is executive presence and how do you get it and how on earth do you convey it in the digital environment? This is an interesting one, because what exactly great executive presence looks like depends on a lot of different factors, and lies in the eyes of the beholder, in short it is hard to define.

[1] According to Sylvia Ann Hewlett ’gravitas is at the core of executive presence: it’s the ability to exude integrity, courage and confidence in time of crisis.’

Integrity is only perceived when leadership is authentic and consistent. For this the leader needs to be in sync with his values and he needs to follow through on how he wants to live these values even in times of crisis. Leaders who act according to their values appear more grounded, which in itself leads to consistent leadership.

Knowing your values will help you identify what drives you: You will become conscious of what gives you energy and also what makes you angry or drains your energy. Understanding what values drive your decisions and making these accordingly will translate in confidence and will hopefully give you the courage to make tough decisions when the time comes. Decision making is definitely on the list of skills for executive presence.

The knowledge of what values are behind your decision should certainly help you standing by it, because it was made in compliance with your values. Even if you feel looking back you made a mistake or should have decided differently, you took that decision as an active choice, knowing it was according with the way you want to live your values, so hopefully you shouldn’t feel too much guilt. Which doesn’t mean you can’t learn from mistakes, on the contrary: draw your conclusions, re-examine how you want to live your values (often, we change in our lives) and be aware in this moment how you want to move forward with this learning.

Another part of this definition of executive presence is surely how you are received by people, which is not only external in the way you dress, your gestures, body language etc, but more importantly the internal quality of staying present in the moment, as the word presence suggests: Being present means you are focused on the here and now, while keeping your future vision in the back of your mind. Don’t get stuck on past solutions of problems, but be open to change. You focus on the situation, meeting, communication, problem solving etc at hand. A lot of that focus has to do with the ability to blend out your monkey brain and stop following these racing thoughts. You just bring back your focus on the situation or meeting, you listen actively when communicating and stop your inner dialogue based on defense, distractions or daydreaming. Right now this is even more of a challenge as many of us are working remotely and only see each other in video conferences.

Listening doesn’t just mean to focus on what is being said, but it is equally important to read the room. Being present and in the moment, so you perceive vibes from your audience and consequently are able to change your delivery, react to concerns or know different information is key. This is why empathy plays an important part in having great executive presence. It also is crucial to create rapport and connect to people. If empathy doesn’t come naturally you can use mentalizing skills to figure out what motivates them and understand on a cognitive level what they are thinking. The most essential skill behind creating these crucial connections is being able to inspire trust. In these times of virtual connecting it’s even more necessary to spend enough time connecting one to one and have meaningful conversations.

Yet another part of executive presence is how you communicate and drive followership. So there needs to be a good balance of being convincing and getting buy in for your vision, but also the need to communicate the latter.

Apart from the listening skills mentioned earlier, your communication needs to be straight forward, concise and inspiring. If you sat in all day video meetings during this pandemic, you know exactly what I mean. Think bullet points and try to engage with your communication partners interactively. 2 forward communication boils down to walking the talk and being up front about bad news as well as admitting when you don’t know something. Concise 3 communication is versant, to the point, easy to follow and well structured. A leader’s communication needs to be open, consistent and authentic in order to inspire trust and influence people. Being prepared is another important factor: anticipate questions as well as issues, find out where the audience stands on your topic, etc.

Part of leadership presence is also creating a vision plus getting the buy in for it. That in short is creating an elevator pitch that conveys what your future goals are and how you intend to reach them. This is a mix of strategic skills and transformative skills like innovation as well as communication: to not just derive and formulate that vision but getting people behind it. A great skill to have is political savviness: being able to not just understand, but drive corporate politics. Have a solid network and offer support to that network. Have a good think what you have to offer and how you can contribute before asking for something first. Define who your supporters are, who can mentor or sponsor and who you trust to give you feedback. Feedback is an integral part of your journey to the top. Only when you receive timely and honest feedback can you work on the change you need for your next career step. Make sure you communicate clearly how you want to receive that feedback.

So executive presence consists of a variety of skills that a leader needs to master. Coaching can help to achieve great executive presence by looking at a wider skillset in the coaching process like said values, decision making, confidence, presence, active listening, empathy, different aspects of communication, networking, being politically savvy and more.


Julia Atkinson is an ICF PCC cerfified execufive coach and provided successful execufive coaching and leadership team development in various global Top 500 companies for over 12 years. Prior to starting an executive development firm, she gained first hand leadership and business experience both in Corporate and StartUps in IT and Telecommunicafions. Julia’s coaching process helps clients to uncover different perspectives and insights and synthesise them into a vision. This process unearths core values and triggers enabling desired behavioural change and clarity to form new habits. Together with each client she identifies resources and tools to ensure the change is lasting.


[1] Executive Presence: The Missing Link Between Merit and Success – Illustrated, 3 July 2014 by Sylvia Ann Hewlett

6 Tips for Reducing Anxiety and Stress during Uncertain Times

Over the past 9 months, we have been going through various phases of lockdown, re-entry, and Working From Home (WFH). The current pandemic has accelerated change to an unprecedented pace. Changes which would have been made down the road are happening now. Long-term plans lack visibility and we are learning (albeit often grudgingly) to live with it. This volatility and uncertainty involves no small

amount of anxiety and stress. In fact, anything short of « stressed out » would be considered abnormal given the current VUCA (Volatile, Uncertain, Complex, Ambiguous) world we are living in.

But how can we navigate these constantly changing and ambiguous environments and channel the stress so we can move forward with grace and conviction?

Employees are at their best when they are energized, positive, and engaged. Attaining and maintaining optimal levels of these attributes requires the utmost attention. So, what would help us optimize energy in order to navigate this fog of uncertainty, build resilience and make better strategic decisions?

There are a few things….

  1. Manage Digital Overload. Although WFM has accelerated digital communications, learning and innovations; with the mix of private and professional working spaces, it has become difficult for some people to switch off. Disciplining ourselves to set boundaries and disconnect at certain times – over lunch (45’ to 1h), earlier in the evenings, taking frequent breaks to stand up and stretch (5’), walk around and get fresh air (for example, 15-20’ 2x./day) helps to manage the mental stress associated with too much static time in front of the screen. These breaks don’t significantly eat into work  time and in fact  can boost productivity by recharging emotional batteries.


  1. Plan for the long-term but focus on the short-term. Having a vision of where we want to go helps us target our goals. This said, in these current increasingly VUCA environments (to the 10thpower!). plans can change frequently. Rather than lamenting over the worst-case scenarios which may or may not emerge, focusingon the things which are within your realm of controlis much more empowering. To help focus on what you can control, agilely chunk down your time into manageable blocks which you know you will be able to achieve in the short run. For many, this involves accepting what is and letting go of the things which lie outside our realm of influence. A time management workshop based on the Eisenhower or Covey’s Matrices help with this. What do you need to let go of ?


  1. Positive Self Reection. Empathy is not easy and it is particularly difficult when we try to apply it to ourselves. Our brains aren’t wired that way – they hold so many unfounded limiting beliefs. However, showing empathy towards ourselves is the first step in extending empathy to others. Exercise: Look at yourself in the mirror and tell yourself all the good things about yourself for 3 minutes (set the timer!). This could also simply be repeating 3 positive statements about yourself for 1-3 minutes. By the law of attraction, being happy with ourselves allows us to be at peace with others and more naturally accept situations as they are. As human beings, we have the power of choice. Choosinghow you will begin your day can make all the difference. Some people keep a daily success tracking chart in excel. List 3 things you are grateful for each day. You have done a lot of things right – give yourself credit!


  1. Maintaining Personal Connections. Whatever the source, stress can drag you down. Social support is essential to avoiding the burnout associated with stress and allow us to sustain more optimal levels of performance. Sharingwith others on a daily basis can help to decompress before an explosion occurs. In like manner, ‘being present’ for our loved ones and colleagues when they need to share provides much needed space for reflection. A caring ear is what will be remembered and will truly count in the long run (which most of us will survive !). Personal presence can be felt in-person as well as virtually. A good friend or professional coach can help provide the presence and active listening to help provide support and clarity (ICF competencies 3, 4 and 5 at competencies).

With the increase of remote work, we must also remember to enforce informal conversations people are able to build and maintain the relationships necessary to increase trust and creativity. In the current WFH environment, social networking is replacing group lunches, coffee breaks and happy hours.

Sharing your feelings with others in whatever manner you prefer (phone, SMS, virtual cafés and happy hours) helps reason through difficulties and release anxiety. Make a goal of connecting with someone 2 to discuss something other than work at least 1x/day.

Building ResilienceThere is a plethora of possibilities. Here are a few:

  • Optimize your energy. Exercise regularly. Run, walk, practice yoga, meditate, etc. 3x/week, 1x/day, 3x/day … ? And make sure to eat right, drink enough water(1.5 liters/day), get enough sleep. What works best for you ? Choose your favorite mix, devise a plan – then activate it!
  • Journalingis another way of uncovering inner thoughts and releasing the stress inside. Revealing what lies under the surface to the page helps raise awareness, allows us relativize and let go. If you write a few pages every day, it may just be enough to get you to the point where new ideas and innovations are revealed.
  • Remember to Breath! Stress breathing gets shallow. Slowing breathing down to 8 breaths / minute helps send oxygen to the brain and muscles, and subsequently move into a state of inner peace. Taking a few deep breaths and counting to 10 can help regain composure and override Amygdala hijack. Generally somewhere between the second and third thing you think of is the right option. Practicebreathing and holding back your rst response long enough to think of a second. Then wait to think of a third before you choose which behaviour to pursue.
  • Remain Positive to Manage your Energy. For every negative thought or communication, it takes at least 3-5 positive ones to compensate so that we can neutralize the associated negative emotion and operate at optimal levels. Compliments and positive dialogue generate a spiral upward into increasingly positive territory (as opposed to negative thoughts which cause spiraling down thru a negative vortex). Analyze your interactions with others. What is the ratio of positive to negative exchanges? If they are any less than 3:1, there are several options to improve your communication style. Here is one process which always works:
    1. Identify the 10% in your colleague’s argument that you liked
    2. Voice it outloud starting with “YES, what I liked about what you said is ….”
    3. Follow up with your suggestion “…AND that makes me think….” Or “…AND I would build on that by saying…” This is essentially a ‘Yes…and” brainstorming game (versus the ‘no…but’ argumentative routine) which elevates the conversation to a higher level of positivity which will drive collective results much further and faster.

How will you choose to come back stronger ?


O avtorici

Dana Lefeuvre is an ICF accredited Master Executive & Team coach working at the intersection of Leadership Coaching & Culture. With over 31 years of experience working in and with multinational teams, she helps senior executives and multicultural teams adapt, rapidly integrate and co-create new work environments. Values and Vision are at the heart of her work. Dana leverages the power of positivity, collective intelligence, fun and efficiency in all her interventions. She coaches, designs and delivers workshops in English and French. Having been based in the Americas, Europe, Southeast Asia, and Angola, she also speaks some Bahasa, Portuguese and Spanish.


Organization soft power = raw diamonds

The organization lies on a treasure: its managers and leaders interpersonal skills. When soft skills models are vanishing, performance is dropping,

the organization is collapsing,

and employees run away.

How is your soft skill asset being valued within your organization?

How many internal management skills transmission programs are being run to new promoted managers? Management positions are distributed over the years … ..thanks to seniority, or somewhat at random. Some managers will be noticed for their soft skills. They will then add real value to their company. Others will never know they don’t know, leaving behind them a less unforgettable footprint.

And… this is it.

Management impacts can be huge and do contribute to heavy results for the company: both positive or negative. Actually, the following performance of the entity lies in the motivation or demotivation of the people.

Motivation is directly linked to sense, purpose, common values, recognition, feedback, objectives settlement, support.

Demotivation will carry troubles, depression, overwork, boredom, burn-out, ….

How much does it cost your organization to make wrong recruitment when managers are not competent? How much does burn-out cost per year to your company? – Costs of poor management are disengagement, poor results, sick leave, replacements, resignations followed by new recruitments, loss of know-how. How many $ to be lost?

The benefits of performing management are productivity, creativity, innovation, empowerment, mutual enrichment, talent retention. How much $ to be gained?

By transmitting internal soft skills knowledge and allowing managers to benefit from each other, you may enrich the knowledge of the most efficient ones and create a cohort of best practices within your organization.

1. It takes time to become a “First in class manager”: why not saving some time? The art of managing a team is something which can hardly be acquired (only) at school: it is learned for the most part of the managers through learning by doing. It’s a human adventure with a big “H”, well… for those who see it as such. The organization relies on a wealth made of interpersonal skills of endless replacements of managers. However, few managerial mentoring (or transmission) programs carry out the learning of these soft skills which add so much value to your company. Some young managers may feel disempowered or abandoned by lacking of mentors. If so, they may tend to be more stressed, which may conduct to bad behaviors, which may lead to poor performances, psychological risks, and dismisses.

  • How much does it take for your company to grow a “good” manager? Do you really have an idea? How is soft power shared between good practitioners and others?
  • How are role models valued? What is undertaken with “not good practitioners” and how?
  • How is the impact on the teams handled?

What is your “soft power operational model” to define optimal managers? What is the basis of manager selection (including external recruitment )?

2. It costs money to select the wrong managers: why not saving money?

A diploma does not make a good manager and a performing manager does not necessarily own a (good) diploma of management: Technical experts coming from the best schools or universities will not be necessary the best in class manager.

So how to identify them without considering educational background? What criteria should be taken into consideration? What is your selection process? What is really missing today?

In case it looks challenging to identify them, what does it make so? How to overcome this?

  • What does this say about your organization?
  • What direct and concrete benefits will you see in changing your process?
  • What needs to be put in place to make these practices effective and efficient? How will they be valued?

Courage is a virtue in business: what about rewarding soft skills management for what they are, as results and technical achievements are rewarded? By promoting collective soft skills transmission, network, each other preoccupation and roles would allow understandings and sharings versus ego-individuals. Organizational sustainability could also benefit from the process.

What exactly does your organization want? What is missing to support the positive models? 3\. Valuable employees leave their company when the soft project asset collapses; why not retaining your employees?

How true soft power owners are being rewarded within your organization?

Two years before retiring, high skilled managers are sometimes moved to “high-challenging positions” (staff changes, welding of twisted teams, cross-functional projects, etc.), because, yes, they still are eager to do their best, and they are used by the organization to deliver with effectiveness.

Ok; is that it for your company? You are in a 2 years run, ready to lose their soft strengths at the end of the period?

Once the top managers have left, new generations will have to start from scratch, an experiment in turn. What a loss!

All this massive knowledge and practices are lost on the side of the crossroads of generations. How much does it exactly cost to the company?

These hidden diamonds boost your business: what are you going to do with it? What would you gain by identifying the referents of model attitudes, also called “servant leaders”, or mentor coaches?

Soft skills knowledge sharing within your organization is a real opportunity to grow networks and instill a contributing culture. It will consolidate what makes your company unique, the reason why your employees have joined, and why they will stay.

Never underestimate the price of leadership and management soft power. Never underestimate the adding value of cutting a diamond.

Avtorica članka: Armelle Stoltz, PCC

After 15 years of experience in HR (Insurance,  automotive industry), I run for a professional coaching program (CPC) in 2011 at Corporate Coach Academy (ACTP-ICF ) in Malaysia.

Expatriate for 6 years, Mentor Coach, Coach Teacher, External career coach, Intercultural coach, then Internal Coach in the Energy Industry with more than 25 nationalities, I have set my own company “Sens & Résonance” back to France 5 years ago.

My next step is to grow a higher helicopter view.


Zaupanje in varnost v coaching odnosu gradi refleksivna praksa coacha

Piše Jasna Knez


Na zimski solsticij sem za ICF Slovenija Chapter izvedla, letošnji zadnji CCE (Coach continues education) dogodek. Izbira termina, ni bilo naključje. In tudi zbrana druščina članov ne.  Pravijo namreč, da ta praznik predstavlja prerojevanje oz. novo rojstvo v kroženju  življenja.


Vzpostavitev coaching odnosa, medsebojnega spoštovanja in zaupanja je ključno za vse coache. Zavedati se moramo, kdaj in kako vstopamo v sistem klienta, kako vplivamo nanj s svojim sistemom in tudi vedeti in znati, kako iz njega izstopiti nenavezano. To postavlja pomembno mesto refleksivni praksi, kot ključen del utelešenja coaching miselnosti.


Coaching odnos ima namreč večjo moč kot coach ali klient. Je prostor, ki izzove, spodbode, motivira in opogumi. In ta odnos je kot trikotnik – z coachem na eni strani (coach podpira moč odnosa in je fokus odnosa, klient), s klientom na drugi strani (klient podpira moč odnosa in je opolnomočen zaradi odnosa) in z odnosom samim na tretji strani.

Pri gradnji coaching odnosa pa so pomembni tako kreiranje varnega prostora in prostora za pogum, kreiranje zavezništva in prebujanje transformacije. Zato je nujno, da se zavedamo svoje osebne moči, ki jo imamo v danem trenutku znotraj tega odnosa. Kaj prinašamo v sistem. In tudi naša osebna moč je kot trikotnik, ki zahteva uravnoteženost. Na eni strani med tem, kdo smo in naše lastne avtoritete (persone), sposobnosti sprejemati kar je v polju, torej naše popolne prisotnosti in zavedanja vpliva, ki ga imamo, sposobnosti spremembe miselnosti in kreacije emocionalnega preskoka. Pogledati na odnos s sistemskega vidika. Videti, kaj vse je v polju, v katerem se nahajamo.  Ali smo res vzpostavili nenavezanost in prostornost? Ali je morda v polju kaj, česar kot coach ne vidimo ali ne želimo videti?


Zato v coachingu postavljamo pomembno mesto refleksivni praksi, ki je za profesionalnega coacha nuja in ne izbira. Omogoča nam, da smo bolj zavestni glede lastnega načina delovanja, načina razmišljanja in čutenja. Refleksija nam namreč pokaže, kako razmišljamo in kako naredimo določene aktivnosti, stvari, kako jim pristopimo, kako in kaj vprašamo, zakaj postavimo takšno vprašanje ali v tem vrstnem redu.. Refleksija nam namreč ponuja učenje o sebi in o naši coaching  praksi, učenje o drugih, učenje o profesiji ter nudi mnoge prednosti in razvoj, ki nam ljudem, pomaga, da skupaj delamo učinkoviteje. Je tudi nujna za profesionalne coache in je del CPD (Coach profesional development pri akreditacijah)


Vprašanje, ki smo si ga na delavnici postavili: Kolikokrat naredite refleksijo coaching prakse? Coaching odnosa?

Coaching refleksija je močno orodje, kajti, če od reflektiramo v trenutku ali za nazaj se lahko ogromno naučimo in s tem tudi napredujemo. Nekaj vprašanj, ki si jih lahko zastavimo:

  • Kaj se je dogajalo v meni? Kaj se je zgodilo, reakcije, ki sem jih imel, vključitve, izključitve, paralele in povezave v seansi.
  • Kako razmišljam? Kako čutim?
  • Načini, ko bi lahko odreagiral drugače v prihodnjih seansah. Kakšen je moj občutek, ali uporabljam prave besede? Je to pogovor, ki je v tem kontekstu ok?
  • Pogled skozi širšo sliko – kaj nisem opazil?
  • Lahko grem globje? Kaj so nezavedni predsodki? Pristranskost?
  • Katere navade imam, ki mi služijo in bi jih rad ojačal? Kaj so navade, katere bi se rad znebil? Kakšne vzorce lahko zaznam v svoji refleksiji?


Sama uporabljam coaching supervizijo že leta, z akreditiranim coaching supervizorjem. Gre za drugačen pristop od mentorstva. In refleksivna praksa je del mene, je del tega, kar počnem.

Žal pa vse prepogosto slišim, da mnogi coachi nimajo te navade. In tudi raziskave strokovnih mrež na tem področju potrjujejo to ugotovitev. Razlog pravzaprav ni pomemben. Pomembno je, da smo odprli zelo potrebno temo. Vpogled v to, kako lahko napredujemo in si, drug drugemu omogočamo deljenje izkušenj in skozi to tudi rastemo. S pomočjo supervizij in skupinskih intravizij. Kajti pri teh je refleksija izjemno pomembna komponenta. In za to se v našem chapterju zavzemamo. Da kreiramo prostor za refleksivno prakso.


Da pa bodo začetki lažji, v nadaljevanju ponujam dva vpogleda. Prof. David Clutterbuck ima namreč super okvir za refleksijo, ki ga uporabljam tudi sama in naj služi pri razvoju slehernega coacha. Lahko si dodate vprašanja, ki so relevantna za vas ali kontekst, v katerem delujete.




  • Katere teme sva(smo) raziskovali?
  • Kje so te pričakovane ali nepričakovane?
  • Sva (smo) se v njih poglobila dovolj globoko?
  • Katere druge težave so se pojavile, o katerih moram razmisliti?


  • Katere besede ali fraze so pritegnile mojo pozornost? Katere emocije?
  • Ali te besede ali fraze odmevajo tistim iz prejšnjih coaching pogovorov s tem klientom?
  • Zakaj so te pomembne zame?
  • Kaj jih naredi pomembne za klienta?


  • Katera vprašanja sem postavil?
  • Katera so bila najbolj ali najmanj koristna?
  • Kako dobro sem se odrezal, ko sem klientu omogočil, da » ima pogovor, ki ga mora imeti s seboj «?
  • Kaj sem se naučil o sebi? O tem, kako coacham? Kaj sem izvedel o klientu?


  • Kaj lahko vzamem pod nadzor in zakaj?
  • Kako lahko uporabim lekcije o razmisleku o tem srečanju na prihodnjih srečanjih & pogovorih?




Gre za to, da preverite, kako deluje sam odnos in ali je dosežen napredek pri doseganju ciljev, ki ste jih zastavili na začetku. Kontrolna točka na 2-3 srečanju.


1.       Se srečujeva(m)o dovolj pogosto?

2.       Ali so ta srečanja dovolj dolga?

3.       Ali se oba drživa prvotnih zavez, ki sva si jih dala?

4.       Ali sva vzpostavila dovolj dober odnos?

5.       Kaj morava(mo) spremeniti, da bo skupni čas bolj učinkovit?

6.       Ali imava oba prepričanje, da bodo cilji doseženi?


Če povzamem, kakovosten odnos temelji na zaupanju, izkazovanju spoštovanja klientove identitete, zaznavanja, sloga in jezika z zavedanjem sistemov, katerih del je. Vse to pa zahteva fleksibilnost v vedenju, prizadevanje razumeti drugega v njem lastnem kontekstu, kar lahko vključuje njegovo identiteto, okolje, izkušnje, vrednote in prepričanja. Zahteva refleksijo coaching odnosa (coach – klient)  in refleksijo coaching prakse (coach – praksa). Da ozaveščamo tako imenovane lastne vzorce zaznavanja, čustev, misli in sistemov, ki nas obdajajo v coaching seansah.

Kot coachi se moramo namreč zavedati, kje so pasti in kje nam lahko spodleti. Z zavedanjem in nenehnim profesionalnim razvojem pa se jim lahko ognemo.


Veseli me, da je bil odziv na delavnici tako pozitiven, da smo odprli prostor pomembni temi  in s člani načeli pogovore o skupinskih srečanjih namenjenih refleksiji. Vse z namenom, da se bomo coachi med seboj podpirali in strokovno rastli. Ter dodali v naše delovanje nove vidike, da bomo še bolje služili našim strankam.


Jasna Knez, PCC, EIA SENIOR, Executive & Team Coach in ICF Chapter podpredsednica


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Etika v coachingu

Piše Jasna Knez


Navdihnjena s strani Saime Butt, ki smo jo gostili v ICF slovenski podružnici za coache, v času mednarodnega tedna coachinga, z naslovom: “Relativnost se nanaša na fiziko in ne etiko” – Albert Einstein.

Povzetek in nekaj naših razmišljanja. Zato da osvetlimo za nas, najpomembnejšo oz. temeljno tematiko.

Naslov, ki te, če želiš, kar potegne noter. In smo začeli z dvema pomembnima besedama: JAZ in ODLOČITEV. V resnici vse ostalo ni pomembno.

Zakaj je etika pomembna zate, je bilo prvo vprašanje, ki smo si ga postavili? Dobra refleksija. Diskusija. (zaupanje, integriteta, spoštovanje, odgovornost, varnost…)

Kajti danes v poplavi teh »fancy« nazivov, ko je že skoraj vsak za nekaj coach ali pa se za to samookliče… se pravzaprav bolj kot kdaj koli prej, lahko vprašamo, kaj to sploh je? Coach? Coaching? Etika coacha? Ničkolikokrat se nam zgodi namreč, da popravljamo napačno peljane procese. Ali pa slišimo, da coaching ne deluje. Hmmmmm… Pa ni tako. Deluje. Vendar, če ga izvaja profesionalni coach z izkušnjami. Ali drugače, z znanjem. Z zavedanje, da izvaja coaching in ne kaj drugega.

Coach ne postaneš, ker si naredil en vikend tečaj, ali da ne bi komu delala krivice, en daljši trening. To je tako, kot če bi kirurga poslali na en daljši trening za operacijo srca, potem pa ste ravno vi na vrsti, da vas operira. Kaj bi storili?

Profesionalni coach postaneš z leti, z osebnim in nenehnim strokovnim razvojem, veliko prakse, intravizije in supervizije, ki je tudi pot do osebnega akreditiranja pri mednarodnih zvezah, kjer skrbijo za kakovost. Pomaga pa tudi talent. Predvsem pa z utelešenjem coaching miselnosti – to pa je trdo delo. In nenazadnje a najpomembneje, z sledenjem etiki coacha in zavedanjem, da si odgovoren za vsak korak. Ker imaš na drugi strani človeško bitje. In tvoja ravnanja, narekujejo tvojo osebno in profesionalno integriteto. Vplivajo, tako ali drugače, na drugega.


Etika je zelo pomembna. Kot coach bi morali vsakega posameznika obravnavati častno, s spoštovanjem in zaupanjem. Sprejemati celoten njegov mentalni & emocionalni & energetski zemljevid. Brez sodbe. In ICF etika kot taka je pomemben temelj za delovanje – moral bi biti način življenja profesionalnega ICF coacha. A tu se zgodba šele začne.

Razumeti lastno percepcijo etike, tudi glede na okolje, od koder prihajaš, da bi lažje vse to implementiral v svoj način delovanja. Ko govorimo o etiki, namreč govorimo o temeljni povezavi med vrednotami posameznika in etiko samo. Mi smo jo definirali kot:

·     Je notranji poriv za človeštvo.

·     Je notranja potreba za coacha.

In v resnici smo se strinjali, da nihče ne deluje dobro v okolju, kjer so načini delovanja v nasprotju z našimi osebnimi temeljnimi vrednotami in osebno moralo. Zato pa smo, vsak zase, odgovorni za naša dejanja. Le ta nas določajo. Ne to kar govorimo, to kako izvajamo in kar kažemo s svojimi vedenji. Če smo brutalno iskreni sami s seboj, vsak kdaj pade na tem testu. A pomembno je zavedanje, prevzemanje odgovornosti in to, da ne ponavljamo napak. Bodite zgled. Tudi če še niste. Lahko postanete. JAZ & ODLOČITEV.


Po SSKJ govorimo o dveh pomenih; o etiki in morali

ÉTIKA je filozofska disciplina, ki obravnava merila človeškega hotenja in ravnanja glede na dobro in zlo: ta vprašanja obravnava etika. Lahko bi rekli, da gre za teorijo o dobrem in slabem in na nek način predstavlja podlago za naša odločanja. Osnovni namen etike je preučevanje morale, moralnega delovanja, norm in postopkov za etično odločanje.

MORÁLA je to kar vrednoti, usmerja medsebojne odnose ljudi kot posledica pojmovanja dobrega in slabega Lahko bi rekli, da gre za individualni praktični vidik obravnavanja človekovega odnosa do sveta, drugih ljudi in do sebe, ki so podlaga za naše odločitve in dejanja. Če se naslonimo na definicijo Friedericha Nietzscheja, nemškega filozofa, je moralo opredelil kot »sistem vrednotenj, ki se dotika pogojev življenja kakšnega bitja«.


Da bi ljudje pri svojem delovanju znotraj nekega okolja znali slediti etiki in delovali moralno nam zagotovo pomagajo etični kodeksi. Gre za smernice in pravila organizacije, ki temeljijo na njihovih vrednotah, usmeritvah in ciljih. Etični kodeks tako opredeljuje različne možne dileme in situacije, v katerih bi se posameznik lahko znašel, v okviru svojega delovanja. In za coacha je slednji najpomembnejši element, osnova ter tudi prva ključna kompetenca. Kot ICF coachi smo zavezani ICF etičnemu kodeksu ki nam določa 4 ključna področja;

·     Odgovornost klientu

·     Odgovornost praksi in izvedbi

·     Odgovornost profesionalnosti in kredibilnosti

·     Odgovornost družbi

Na kratko bi to pomenilo, da je Coach tisti, ki mora biti ves čas pozoren, kako se kreirajo definicije procesa, kreira veren prostor, zaupanje in prisotnost razumljivosti in jasnosti med njima, zato, da vrednost za klienta ostaja enaka. Gre za coachevo osebno integriteto – s katero izkazuje zaupanje in lojalnost do sebe, klienta ter profesije.


Da bi coaching res lahko deloval smo kot coachi odgovorni, da klient razume razliko med različnimi procesi in metodami, kot so terapija, mentorstvo, svetovanje, trening, konzultacije.. In zagotovo je naša odgovornost, da ko izvajamo proces, izvajamo coaching in se ne poslužujemo drugih pristopov, čeprav so nam morda v naši »orodjarni« na voljo. Ta past je vedno prisotna, a profesionalni coach se mora zavedati vseh pasti in se ogniti temu da bi hodil po tankem ledu, da bi med coachingom morebiti svetoval ali učil, ker je zanj to lažje. Ali pa hitreje.


Samo da pojasnim; Profesionalni coaching pa ni enako kot vodim s coaching pristopom, kjer odvisno do osebe, ki to uporablja, se reflektira tudi v rezultatu za osebo, ki je na drugi strani. Vodje danes uporabijo te elemente zato, da bi bili učinkovitejši. A tu ne gre za profesionalni coaching. Gre samo za uporabo coaching metodologije oz. elementov znotraj vodenja.  


Coachi smo odgovorni, da zelo dobro vemo, kdo je klient in prepoznamo njegovo motivacijo za razvoj, morebitne ovire ter tudi, da nam je jasno, kaj v resnici potrebuje. Coaching dogovor je pravzaprav ves čas v razvoju. To moramo negovati in vseskozi kreirati zaupanja vreden in veren prostor. Pomeni, da se od nas pričakuje, da ravnamo moralno, v kolikor vidimo, da klient morda ni primeren za coaching »ni coachable«. Da mu ta pristop ne bo prinašal dodane vrednosti. In o tem se moramo iskreno pogovoriti, mu ponuditi kakšen drug način dela iz naše »orodjarne« ali pa ga morda napotiti drugam, v kolikor zaznamo, da je primernejši za drugačno psihološko podporo, za katero sami nismo usposobljeni. V takih primerih, si je potrebno reči bobu bob. In velikokrat že tu nastane konflikt interesov, ko coach, zavoljo osebne dobrobiti, ravna neetično.

Kaj pa sploh ponuja etilni kodeks ICF? Ga res poznate? Ga živite? Kaj potrebujete, da bi ga začeli?



  • Poskrbi za razumevanje in pravila: narava, definicija in vrednost coachinga, natančna pravila izvedbe in vsi pogoji, meje zaupanja in zaupnost, dogovor, varovanje podatkov in kako si bosta delila informacije, ali bodo deljene informacije v primeru tripartitnih dogovorov, če da, kaj in kako. Vse to še pred začetkom samega coaching procesa.
  • Upravljanje s konfliktom interesov v različnih odnosih kot interni coach
  • Ostaja pozoren na vrednost coachinga in spoštuje pravico do prekinitve tega odnosa, s strani klienta ali sebe
  • Se zaveda, da upravlja z različnimi kulturnimi vidiki, psihološkimi izzivi in močjo
  • Razkriva pridobivanje finančne vrednosti za posredovanje
  •  Zagotavlja konsistentnost v coachingu ne glede na obliko sodelovanja (plačljiv, pro bono..)

Vprašanje za vas? Kdaj kot coach smeš deliti kakšne informacije z drugimi deležniki med procesom coachinga?



  • Vedno sledi etičnemu kodeksu in prepoznava odstopanja ali neetična vedenja, tudi pri drugih profesionalnih coachih. Opozori na to.
  • Vzpostavi enako etično zavezo pri svojih zaposlenih
  • Zavezuje se vseživljenjski odličnosti z osebnim, profesionalnim in etičnim razvojem
  • Pozna svoje osebne in profesionalne omejitve in situacije, ki bi lahko vplivale na kvaliteto izvedbe coachinga oz. delovnih odnosov
  • Razrešuje morebitne konflikte takoj ko je mogoče in angažira profesionalno pomoč ko je potrebno (etični komite ICF)
  • Vzdržuje varovanje informacij vseh vpletenih

Vprašanje za vas? Kako bi razrešil konflikt interesov z drugim coachem?



  • Predstavlja in identificira svoje coaching kvalifikacije, coaching kompetence, izkušnje, treninge in individualne akreditacije pravilno in resnično
  • Poda obvezujočo verbalno in pisno zagotovilo, da so zgornje izjave resnične in pravilne
  • Dela na kreiranju zavedanja o etičnih odgovornostih
  • Kreira jasne, primerne & kulturno občutljive meje in pravila v odnosih in delu
  • Ni in&ali se ne zapleta v romantična razmerja z klienti ali naročniki. V kolikor se znajde v takšni situaciji, odreagira primerno in adekvatno z naslovitvijo zadeve in končanjem dogovora o izvedbi coachinga.


Vprašanje za vas? Kdaj je najbolj etično in profesionalno uporabiti logotipe zase, kot so: ICF, ACC, PCC, MCC, ACTP in ACSTH?



  • Vzdržuje pravičnost & enakost v vseh aktivnostih in procesih. To vključuje, ni pa limitirano, diskriminacije na bazi starosti, rase, spolne usmerjenosti, religije, narodnosti, invalidnosti, statusa (vojaški, politični…)
  • Prepoznava in spoštuje doprinos in avtorske oz. intelektualne pravice drugega
  • Prepoznava znanstvene smernice & omejitve pri izvedbi in pisanju izsledkov raziskav
  • Se zaveda svojih in klientovih vplivov na družbo. Je zavezan filozofiji »delam dobro« versus »izogibam se slabemu«

Vprašanje za vas? Kaj bi naredil, če delovanje tvojega klient, ali organizacije, ki jo vodi, delajo slabo oz. proti skupnemu dobremu za ljudi & planet?


Naša ravnanja so tista, ki določajo našo vrednost. In čeprav se nam lahko kdaj zdi, da najdemo opravičila za neetično postopanje, so to zgolj izgovori.

Kajti biti etičen, je pravzaprav stvar osebnih vrednot in identitete. Osebne morale. Lastnega dostojanstva in tega, kako sebe nosimo v relaciji in odnosih z drugimi ljudmi. Ali nas vodi zaupanje ali strah? Kajti vsak od nas je lahko Mandela ali pa Hitler. Odločitev, pa je vedno v naših rokah. To je izbira, ki jo imamo sami na voljo. Vprašanje pa je, če smo dovolj pogumni zanjo. Etičnost je stvar poguma.

In profesionalni coahci smo zavezani slediti dobremu, prepoznavati slabo in opozarjati na nepravilna oz. neetična delovanja. V družbi, med klienti in naročniki, med kolegi.

Za lepši jutri.

Jasna Knez, ACC, EIA SENIOR, Executive & Team Coach in ICF Chapter podpredsednica

Povzeto po


barbka rezultati

Tri leta in tri ure Kako se pripraviti na CKA (Coach Knowledge Assesment)

pripravila Barbka Novak, ACC & INLPTA NLP trener

Pred tremi leti sem s široko odprtimi očmi in usti poslušala trenerki Bernardo in Karmen, ki sta nas, bodoče coache, popeljali v skrivnostni svet postavljanja vprašanj, prisotnosti in poslušanja. V oceanu vprašanj, odgovorov, solza in smeha so se, kot čudežna podvodna bitja pripeljale besede »Etični kodeks«, »Coaching log«, »Ključne kompetence coacha«, »ACC«, »izpit«, »PCC«, »markerji«, »ICF«, »MCC«. Kot bodočemu coachu, ki se je ravno prebijal iz hitrega reševanja izzivov drugih, deljenju nasvetov in ideji, da se bo nekomu na drugi strani po uri in pol pogovora z menoj spremenil svet in prikazala rešitev, so ti izrazi zveneli tuje in neuporabno. A skozi čas usposabljanja, predvsem pa, ko sem se srečavala s coacheeji (klienti), ki o vsem tem niso vedeli nič, sem dojela, da so ti izrazi osnova, temelji dobro grajene hiše na eni strani in zunanje dokazilo o mojstrstvu našega znanja in garanciji, da to, kar, kot ICF coachi delamo, delamo v dobro coacheeja, strokovno in smo pri tem etični.

CKA – da ali ne
Po zaključku usposabljanja osebno nisem imela izdelane ideje o tem, ali si želim delovati kot coach, še manj pa, ali želim narediti korake in se tudi osebno certificirati. Počasi, skozi srečanja s coacheeji in z zaupanjem v to, kar znam, pa se je ideja o tem, da bom, ko bom velika, MCC, vedno pogosteje pojavljala v mojih mislih. A da lahko pretečeš maraton se je treba najprej naučiti hoditi in potem narediti prvi pravi korak v tej smeri. Razumevanje tega, kako narediti prvi korak, je ključno. Poleg tega, da si ga sploh upamo narediti. Prvi korak na poti k MCC je certificiranje za ACC, pot do tja pa pelje, med drugim, preko CKA. Novembra je padla odločitev – rekla sem da, dragi CKA, srečala se bova.

CKA? O čem sedaj ti?
CKA je okrajšava za Coach knowledge assessment, zadnji korak v postopku osebnega certificiranja. CKA vsak coach, ki se želi certificirati, opravlja le enkrat.

Kako začeti
Prvi korak na poti do CKA je prijava na certificiranje. Sam postopek je enostaven, poteka povsem brez težav. Ne samo, da za to ni potrebno posebnih aplikacij , ICF je pripravil tudi odlična navodila, ki so pri izpolnjevanju prijave v veliko pomoč Sami pogoji za pristop so objavljeni in razloženi na strani ICF.
Preverjanje prijave traja do enega tedna od vložitve vloge, temu pa sledi elektronska pošta, z obvestilom, kaj se s tvojo prijavo dogaja. Mogoče tukaj velja omeniti, da gre za avtomatsko generirano obvestilo, ki ga kakšen preveč dosleden filter lahko prepozna kot sporočilo, ki ga ne potrebujete in ga spravi drugam, koti bi vi želeli. Prvi elektronski pošti sledi druga. Tista, ki jo čakamo – povezava do CKA. Ne samo, da gre za povezavo, ta e-mail je pomemben, ker se z njim prične odštevanje. Za izpolnitev CKA imamo na voljo 60 dni.

Brez panike, prav luštno je
Res. Luštno je, ko se pripravljaš na certificiranje. Pogovarjaš se z izkušenimi coachi. Potem ugotoviš, da CKA traja tri ure in, da ga moraš opraviti na mah. Odgovoriti moraš na več kot 150, večinoma situacijskih, vprašanj. Sistem ti pri vsakem vprašanju ponudi štiri možne odgovore. Eden od odgovor je tako neverjeten, da ga vedno izpustiš. Potem pa ti ostanejo še trije, in z malo znanja ti ostaneta le dve možnosti. Ja, tam pa se veselje začne. Obe možnosti sta si dokaj podobni a z znanjem in izkušnjami, ki smo jih pridobili, gre. Svoje znanje angleščine ocenjujem kot »nekaj srednjega« zato me je reševanje testa v angleškem jeziku skrbelo. A vprašanja so bila razumljiva in na njih je bilo mogoče odgovarjati brez google translatorja. Le tega (niti drugih pripomočkov), na računalniku med opravljanje CKA ni moč uporabljati, kajti vse skupaj potema v zaščitenem sistemu. Seveda pa je dovoljeno imeti pri sebi imeti literaturo in drug računalnik. Da opraviš certificiranje je potrebno pravilno odgovoriti na 70 % vprašanj.

Začetek odštevanja
Najprej sem predihala vso literaturo, prejeto na usposabljanju, lepo počasi, čez vse vejice in pikice in tako porabila približno 30 dni. Na koncu sem prišla do pomembnega spoznanja – literatura je v slovenščini. Sam CKA pa lahko opravljamo v mnogo jezikih, a v slovenskem jeziku še ne. Čas je bil za spremembo strategije. Na strani ICF sem poiskala in seveda tudi natisnila angleško verzijo ključnih kompetenc coacha in etični standard Pogledala sem si tudi primere CKA vprašanj in ugotovila, da je to, da sem v celoti predelala teoretični del koristno, a da bo potrebno pri odgovarjanju zelo dobro povezovati praktične primere in znanja o ključnih kompetencah in etičnem standardu. Tudi na spletu najdete širok nabor priporočil, kako pristopiti k CKA, ki nas lahko zmedejo ali pa pomagajo postaviti pravo strategijo.
Seveda sem jih tudi sama pregledala in najpomembnejša spoznanja, ki mi je pomagalo pri pripravi na izpit je bilo

Ni potrebno, da sem popolna in perfektna pri opravljanju CKA. Dovolj je, da naredim vse, kar je v moji moči, da dosežem toliko točk, da bo CKA opravljen pozitivno. In če ne bo, ga bom ponovila.

Tako preprosto je to. Po toliko opravljenih urah treninga, po 100+ urah individualnega dela s Coacheeji bi bilo skorajda nemogoče, da testa ne bi naredili. Saj veste, saj znamo, saj uporabljamo, saj živimo coaching.

Nova strategija
Moja nova strategija je bila preprosta. Ob zavedanju moje najšibkejše točke, prepričanju o ne dovolj dobrem znanju angleščine, sem pripravila podporni dokument, ki me je spremljal na testu. Coachinja Anna Gaal je v svojem videu »Preparing of ICF’s coach knowledge assessment« (Anna Gaal, 2017) podala informacijo, ki mi je bila pri pripravi ključnega pomena. Povedala je, da je izpit sestavljen iz pet poglavij in so v direktni povezavi s tem kako si sledijo kompetence. Razlika med njimi je le v tem, da so kompetence označene s velikimi črkami, poglavja na izpitu pa s številkami.

Pri izpolnjevanju je tako potrebno slediti le poglavju, v katerem se v danem trenutku nahajamo, iz odgovarjati z vidika kompetenc, ki sodijo v to poglavje. Seveda so ključne kompetence coacha razdeljene v štiri odseke. Peti del pa je namenjen osnovam in etičnemu kodeksu.

Omenila sem, da je seveda mogoče imeti ob sebi podporno literatura in računalnike. Sama sem si pripravila le dvojezični pregled kompetenc. Dokument je bil moje sidro moči in mi je služil za priklic informacij, ki so čakale varno spravljene na svojem mestu v mojih možganih.

Trenutek resnice
V času corona karantene, na velikonočni ponedeljek in dva dni pred potekom 60 dni, sem se, še pod vtisom potice in pirhov, odločila in pristopila k testu. Moja psa sta bila sprehojena, vsi meni dragi ljudje so tisti dan že dobili svojo porcijo mene, oziroma, so bili pridni doma. Telefoni so bili na »tiho«, internetna povezava je delovala, prav tako računalnik ni kazal znake upora. Še mačka je mirno spala na vrhu mačjega drevesa. Vse pomembne predpostavke za uspešno opravljanje CKA so bile tako dosežene. Pomembne zato, ker so nam na voljo le tri ure. Čeprav bi padla internetna povezava ali pokvaril računalnik. Gremo na vse ali nič, v enem kosu. Prav prijetno je bilo čutiti adrenalin in občutek, ki me je vrnil nazaj v študentska leta. Aplikacija je uporabnikom prijazna in omogoča, da si označimo vprašanja, katera želimo ponovno pregledati pred oddajo. Za prvih sedemdeset vprašanj sem potrebovala nekaj več kot eno uro. Pri stotem vprašanju mi je koncentracija padla. Tako zelo, da sem si vzela odmor. Odšla iz delovnega kabineta, nekaj popila in pojedla še en kos pehtranove potice, spustila psa na vrt, se nadihala svežega zraka, počakala, da sta psa opravila svoje in se vrnila v stanovanje, ter nadaljevala z reševanjem testa. Po približno dveh urah in petnajst minut sem odgovorila na zadnje vprašanje. Vzela sem si še nekaj časa in ponovno preleta vprašanja, v katera nisem bila prepričana, globoko zajela sapo in pritisnila gumb.

Bolj e-mail resnice. Par minut po oddaji je bil avtomatsko generiran e-mail resnice že v poštnem predalu. Z najboljšo novico tistega dne. CKA je bil uspešno zaključen. Dan kasneje je prišel drugi e-mail. S potrdilom da sem ACC, z detajlnejšim pregledom doseženih % znanja po področjih, z dostopom do ICF logotipa in drugih znakov, ki jih sedaj, kot ACC, smem uporabljati. A tudi če mi v prvo ne bi uspelo, bi prav tako dobila e-mail. V njem bi mi ponudili še eno možnost, po polovični ceni, test pa bi lahko opravljala ponovno znotraj določenega časovnega okvira. A vem, da, glede na nivo znanja, ki ga pridobimo v ICF akreditiranih šolah v Sloveniji, možnosti, da CKA ne bi opravili, sploh ni.

Kaj sem se naučila
Naučila sem se, da nam v procesu akreditacije vse informacije pridejo prav. Oktobra, ko smo ustanavljali ICF chapter, sem prvič na hitro izmenjala par besed z Jasno, ACC, tudi na temo ACC in takrat je izrekla stavek, ki je bil za mene pomemben pri pripravi na izpit. Karmen, ACC, ki ji tudi nisem dala možnosti, da bi se izognila mojim napadom strahu pred izpitom (ki niso nič drugega kot del mojega miselnega procesa), mi je pomagala, da sem razmišljala v pravo smer in seveda, Bernarda, PCC, ki je bila prav tam, kjer sem jo potrebovala točno takrat, ko sem jo potrebovala s svojim obširnim strokovnim znanjem. In, povsem po naključju sem pri delu lahko opazovala tudi Tatjano, MCC. Na izpitu si sam, a če se v času priprave pogovarjaš z izkušenejšimi od sebe se lahko veliko naučiš, njihove izkušnje pa ti pomagajo odgovoriti na kakšno vprašanje.

Zato, drage kolegice in kolegi. Z veseljem delim mojo izkušnjo. In z veseljem delim z vami, kar potrebujete, da boste tudi vi uspeli.




Anna Gaal, 2017, »Preparing of ICF’s coach knowledge assessment«, spletni naslov, zadnji dostop 1.5.2020



V času mednarodnega tedna coachinga  (od 4. do 10. maja 2020) bodo člani Mednarodne coaching zveze po vsem svetu praznovali moč in pozitiven vpliv strokovnega coachinga  na posameznike, organizacije, skupnosti in svet.

 Tej priložnosti se pridružuje tudi slovenska podružnica Mednarodne coaching zveze – ICF Slovenia Chapter.

 Skupaj z vsemi člani ICF Slovenia chapter bomo v času med 4. in 10.5. 2020 organizirali spletne dogodke in BREZPLAČNI coaching za širšo javnost.

Namen Mednarodnega tedna coachinga je ozaveščati javnost o koristnosti coachinga ter ga približati čim večjemu številu ljudi. Naše poslanstvo je dvig kakovosti življenj posameznikov, podjetij in skupnosti. Verjamemo, da je coaching en od učinkovitejših načinov, kako podpreti posameznike, skupine, podjetja in skupnosti pri doseganju ciljev, odkrivanju in realizaciji potencialov, vzpostavljanju boljših odnosov in kreiranju bolj izpolnjujočega življenja.

Za koga?

  • Za vse posameznike, ki jih zanima coaching, kakšne prednosti jim lahko prinese in želijo izkusiti coaching na lastni koži.



  • Spletna predavanja se bodo odvijala preko ZOOM platforme. Povezavo do spletnega predavanja bodo prejeli vsi, ki se bodo prijavili na TEJ POVEZAVI.
  • Brezplačni coaching se bo organiziral individualno in bo potekal preko ZOOM platforme.
  • Spletna stran Mednarodnega tedna coachinga : (spletna stran)


Za dodatne informacije o dogodku, prošnjah za intervju ali izjave za javnost, se prosim obrnite na Mašo Ribnikar Katjtner,  041 885 423,  email:

ICF Slovenia chapter je član Mednarodne zveze za coaching, ki združuje 143 chapterjev ter preko 35.000 članov po celem svetu. V Sloveniji je bil ICF Slovenia chapter ustanovljen  v začetku leta 2020 in trenutno združuje 30 članov in več kot 40 pridruženih članov.  Več na:

Leta 2020 Mednarodna coaching zveza (ICF) praznuje 25 let obstoja kot svetovna organizacija coachev. Mednarodna coaching zveza (ICF)  je namenjena napredovanju poklica coacha z postavljanjem visokih etičnih standardov, zagotavljanjem neodvisnega certificiranja in izgradnjo svetovne mreže pooblaščenih coachev v različnih coaching disciplinah. Njenih 35.000 članov, ki se nahajajo v 143 državah, si prizadevajo za skupni cilj povečati ozaveščenost o coachingu, ohraniti integriteto poklica in se nenehno izobraževati s pomočjo najnovejših raziskav in sodobnih praks.