Silvana Dini (IT)

Title
An emergency room or a good habit? How Italian coaches are using supervision.

Abstract
In Italy, supervision in coaching is experiencing a phase of new fervor and initiatives. Four coaching professional bodies with a significant presence in the Italian coaching arena - EMCC (European Mentoring and Coaching Council), ICF Italia (International Coach Federation), AICP (Associazione Italiana Coach Professionisti), SCP Italy (Society for Coaching Psychology Italy) - have set up an inter-association table aimed at promoting the culture of supervision in coaching and writing the first Italian inter-association Manifesto of supervision in coaching. The four associations share that supervision plays a pivotal role in assuring the quality of coaching services, in developing and sustain the coaches and the coaching psychologists in their CPD. 

The keynote session aims to offer the state of the art of coaching supervision in Italy and to present the results of the "Inter-association Survey on Coaching Supervision" launched in January 2022 (EMCC, ICF Italy, AICP, SCP Italy, 2022). 

The online questionnaire based survey is aimed at understanding the use of supervision by coaches and coaching psychologists in the last two years of COVID pandemic, deepening the following aspects: the value perceived by the coaches and the coaching psychologists, the expected benefits, the reasons why they might use supervision, main obstacles to use supervision, the supervisor selection criteria. 

Among the results of previous surveys (SCP Italy, 2012; 2014) it emerged that the main function of supervision stills tends to be reparative, post hoc (to face difficulties, personal blind spots & blocks) instead of developmental, ante hoc. We will see together the results of this the current Supervisee and Supervisor Identikit and if and how this aspect is evolving.  

Maite Durán (ES)

Title
Visualizing the Competent Coaching Psychologist 

Abstract

 
Sam Farmer (NZ)

Title
The Benefits of Coaching Psychology Supervision: Cui bono? 

Abstract
Whilst the benefits of supervision in coaching psychology continue to be debated, the discussion tends to focus upon the supervisee.  This presentation will aim to: broaden the discussion to a consideration about whom – and what – else might benefit from the supervisee being supervised; and, as a result, give greater weight to the argument for the value, and necessity, of coaching psychology supervision. 

 
Miguel García (ES)

Title
Supervision and Development of Skills in Coaching

Supervision is a widespread practice and of recognized utility in various professional fields. For decades and within the particularities of each one of them, essentially, supervision has been aimed at improving praxis in intervention procedures such as psychotherapy, training, counselling, mentoring, consulting, etc. In more recent times, coaching has joined this list, adopting the same general improvement objectives and adapting pre-existing models and guidelines to its own uniqueness.

In this sense, supervision creates and consolidates a learning context aimed at achieving more effective coaching processes, all of this, preferably, from a perspective of continuous improvement that seeks to progressively increase the quality of the coaching service. In this development, it is crucial to consider the work of its protagonists: the coach who supervises and the coach who is supervised. Likewise, it is necessary to adopt a competency approach, which allows the process to be analyzed in detail, in addition to directing these improvement efforts in a more operational, detailed and verifiable way to favor the effectiveness of the supervision itself.

Thus, the effectiveness of supervision in coaching is linked to the skills of both those who exercise and those who receive supervision, as well as skills they have already previously mastered and skills they are in the process of developing. Supervision is also linked to how these competencies and their various components (knowledge, skills, attitudes, beliefs, values...) converge in the system created by both parties throughout the process. In this case, competencies for supervising, competencies for receiving supervision and competencies for exercising coaching are the main axes. However, there is still a need for consolidating rigorous research on this topic, beyond the numerous practical proposals made by professionals in the field, in order to contribute an evidence-based approach to coaching supervision.

 
Suzy Green (AU)

Title
The utilisation of Positive Psychology Coaching in Organisations to enhance mental health, wellbeing and capability building for all.

Abstract
With the emergence of Positive Psychology Coaching in the Workplace (Smith, Boniwell & Green, 2021) organisations are beginning to consider the utilisation of coaching in the workplace beyond leadership.  This move to providing coaching more broadly within organisations is being referred to as the “democratisation of coaching”.  As technology supports organisations to provide coaching to their broader employee base via virtual delivery and reduced fee structures, the focus of coaching is moving from a traditional focus on coaching for performance to coaching for wellbeing.  Even in executive and leadership coaching, there is an increased interest in "third generation coaching" (Stelter, 2014 and Grant, 2017) which focuses on both performance and wellbeing, and values and meaning in response to the increased mental health concerns and burnout in organisations caused by the effects of the global pandemic.  In this presentation, by Dr Suzy Green, a leader in the field, will provide a brief overview of the evolving field of Positive Psychology Coaching. Suzy will also provide examples of its current use in the workplace and Suzy’s vision for the future of PPC in organisations.

 
Anna-Rosa le Roux (ZA)

Title
Getting out of flatland to make real changes in our world

Abstract

Background 
Many of the problems that we face today are framed as ‘wicked problems’ that arise when we face constant change that traditional processes cannot resolve, for example, biodiversity, waste management, temperature increase or energy consumption. It is not necessarily the degree of difficulty, but the interrelatedness of many facets that characterize these. Usually there is a degree of technical difficulty as well as a social complexity that makes these tough to manage.  The same way that circular economies are a response to sustainable business, we need new solutions to facilitate the psychological transformation to include ecopsychology. 

As coaching and consulting psychologists a sensitivity, awareness and consciousness that resonates with the emerging environmental challenges in our world are required as we practice our profession as ethical citizens. 

Aims 
What we know is required today is second order (transformational) change that is multi-dimensional, multi-levelled and radical, fundamentally different from what we have done before. The latter requires a shift in meaning. One of our only resources to drive this shift in meaning is accessing our human consciousness to create an inclusive level of awareness.  

This paper aims to engage coaching and consulting psychologists in a thought experiment to create radical shifts in how we see the world and our place and role therein. We are required to be committed to a process where we are open to change ourselves and resonate with the aspirated consciousness of our clients.  

In this paper, we propose that: 

• A different kind of thinking and being is necessary to respond to disruption in our lives (e.g. recognising the cost of sustainable solutions is a requirement for dialogue and planning in an inclusive manner) 

• We need to embrace an inclusive level of consciousness to get out of flatland and appreciate alternative perspectives (e.g. excluding those perspectives we don’t agree with leads to differential in our society and ultimately conflicting ideals) 

We explore the concepts of transformational vis-a-vis translational change, integral levels of development, value shift, inclusive consciousness and engagement and quality contact.  

Conclusion 
In a disruptive world, where we are faced with complexities that seemingly do not have an answer, one of the authentic responses is to embrace our humanness (where immoral and illegal activities are not the same). Through accessing our human consciousness, we are able to develop meta-perspectives that guide us to connect with the world in a more balanced way. Getting out of flatland is a key proposition in this journey and opens up new impetus to embrace alternative broader perspectives, playing along in a world-centric state. 

 
Roberto Luna (ES)

Title
Executive Coaching and Leadership from Talent Management

Abstract
Executive coaching, as a discipline of work and organizational psychology, is catching the eye of both professionals and academics. More and more companies are seeing the importance of executive coaching as a competitive edge in human resource and talent management. This advantage is achieved both by aligning organizational objectives and the agile learning it generates. However, one must not forget that within talent management, executive coaching is a very powerful tool at the service of talent development strategies. Therefore, its use is essential in talent environments where it is maximized thanks to its ties with competency-based management and the organization’s culture of talent. Moreover, only talent-based leadership is able to attain maximum effectiveness and efficiency.

 
Xavier Montero (ES)

Title
Coaching Psychology as a Support Tool in Business Transition Processes

Abstract
Coaching psychology applied to business transition processes is a strategic tool for organizations, but not very widespread in Spain.

It is designed to help organizations and their talent deal with transition and separation in an innovative manner, by humanizing the process while minimizing the inherent risks in this phase (loss of know-how, lack of understanding or less commitment, etc.).

For the worker, it means a gradual transition during which he/she must adequately prepare for the onset of another challenging phase of life. For the company, it has multiple benefits: it allows adequate management and transmission of knowledge; it facilitates decoupling on good terms; it represents an additional social benefit at this stage of the professional relationship; it reinforces internal and external branding, etc. Moreover, it paves the way to generational diversity management, through a change of role: the professional leaves the front line of fire to adopt a mentor role towards newer teams or professionals or becomes involved in fixed-term projects, where his/her talent joins that of other professionals.

Change is an opportunity.

 
Jayson Moran (IE)

Title
Procrastination from many angles: An applied approach to a common problem

Abstract
We all do it. Those we help do it. In fact  - we might even procrastinate about doing something about it. Over 80% of us procrastinate regularly, with some of us to the point where it has detrimental effects on important life areas like our relationships, finances and career. A recent study (Wang, et. al, 2022)  highlighted procrastination as one of the four key challenges for remote workers. Considering the normalization of remote work in many organizations of late, procrastination is an now an organizational issue. This talk hopes to demonstrate how to address the problem of procrastination  from multiple angles, using multiple models, to help get you, and those you help moving. I will discuss the use of techniques including motivational interviewing, Cognitive Behavioural Coaching, Positive Psychology and Behavioural Science to help with procrastination.  

 
Siobhain O'Riordan (UK)

Title
Navigating Transitions in the Workplace through Coaching Psychology 

Abstract
The COVID-19 global pandemic has led to many people facing transition in their lives, communities, and workplaces.  This can be accompanied by experiences of reduced performance, excessive demands and pressure at work, lowered resilience, or a lessened sense of self-efficacy and resourcefulness.   Coaching psychology can help coachees to navigate periods of transition, and support people to tackle psychological challenges to enhance their wellbeing at work during periods of uncertainty (Palmer, Panchal & O’Riordan, 2020).  When coaching positively towards the successful self-management of a transition at work, coaching psychology practice can focus on areas of performance, leadership, stress management, wellbeing as well as the coachees emotional management and performance interfering thinking.  This session will draw upon the fields of positive psychology, ecopsychology, solution focused and cognitive behavioural approaches.  We will also explore ways we might use coaching psychology interventions and techniques, within transition coaching situations in the workplace.  There will be a particular focus upon the INSIGHT coaching framework (Panchal & Palmer, 2011) to illustrate the application of coaching psychology within the workplace. 

References:
Palmer, S. & Panchal, S. (2011). Developmental Coaching: Life Transitions and Generational Perspectives. Routledge. 

Palmer, S., Panchal, S., & O’Riordan, S. (2020). ‘Could the experience of the COVID-19 pandemic have any positive impact on wellbeing?’ European Journal of Applied Positive Psychology, 4, 10, 1-13. http://www.nationalwellbeingservice.org/volumes/volume-4-2020/volume-4-article-10/  

 
Stephen Palmer (UK)

Title
Navigating Transitions in the Workplace through Coaching Psychology 

Abstract
The COVID-19 global pandemic has led to many people facing transition in their lives, communities, and workplaces.  This can be accompanied by experiences of reduced performance, excessive demands and pressure at work, lowered resilience, or a lessened sense of self-efficacy and resourcefulness.   Coaching psychology can help coachees to navigate periods of transition, and support people to tackle psychological challenges to enhance their wellbeing at work during periods of uncertainty (Palmer, Panchal & O’Riordan, 2020).  When coaching positively towards the successful self-management of a transition at work, coaching psychology practice can focus on areas of performance, leadership, stress management, wellbeing as well as the coachees emotional management and performance interfering thinking.  This session will draw upon the fields of positive psychology, ecopsychology, solution focused and cognitive behavioural approaches.  We will also explore ways we might use coaching psychology interventions and techniques, within transition coaching situations in the workplace.  There will be a particular focus upon the INSIGHT coaching framework (Panchal & Palmer, 2011) to illustrate the application of coaching psychology within the workplace. 

References:
Palmer, S. & Panchal, S. (2011). Developmental Coaching: Life Transitions and Generational Perspectives. Routledge. 

Palmer, S., Panchal, S., & O’Riordan, S. (2020). ‘Could the experience of the COVID-19 pandemic have any positive impact on wellbeing?’ European Journal of Applied Positive Psychology, 4, 10, 1-13. http://www.nationalwellbeingservice.org/volumes/volume-4-2020/volume-4-article-10/  

 
Jonathan Passmore (UK)

Title
One Model: Developing an Integrated approach to coaching psychological informed practice

Abstract
In this session Prof Jonathan will talk about the developing agenda around integration: should coaches focus on the relationship, specialise on a single approach or use an eclectic approach. He will argue that eclectic approaches offer us the most effective route to supporting clients - and will offer a framework for doing so, drawing together in an integrated model the essential ingredients of psychology. In the second part of the session he will deconstruct the One Model and explore each element, and how coaches may draw on specific evidenced based approaches to bring these aspects alive. Finally he will touch on the developing agenda of research and practice in coaching psychology to point out new approaches which can provide enhanced value to coaching psychological practice.

 
Jelena Pavlovic (RS)

Title
Leader as Coach: Coaching Psychology for fostering Business Ethics

Abstract
Since the introduction of the concept of leadership in organizational and management theory, there has been an idea of different approaches, types or styles of leadership. Among many different constructs to describe leadership behavior, there has also been the idea of coaching as a leadership style. In general, the idea of leader as coach assumes participation, dialogue, collaboration in order to develop employees and teams. Coaching as a style of leadership has been described as a way to create a future ready workforce that continuously attends to its development. However, one aspect of leader as coach concept has been less in the spotlight in theory and practice – its impact on the ethical side of business. While it has been widely acknowledged that coaching style of leadership creates buy in for change and decreases resistances to change, it has not been sufficiently emphasized that coaching also creates a more egalitarian work environment. When leaders engage in coaching behaviors they may also contribute to respecting individual voice and internal frame of reference, appreciating diversity of perspectives and creating human encounters with their coworkers. Maybe leader as coach concept has been widely accepted in organizations for its developmental impact, but it also needs a different kind of rationale – ethical case for coaching. 

 
Íngrid Queralt (ES)

Title
Systemic Leadership

Abstract

Organizations are living systems with their relationship and power structures.

Beyond the necessary skills to lead teams, it is essential to know and understand the system where changes are intended to be promoted. Respecting their history, mentality and hidden laws can allow people in leadership positions to exercise transformational leadership that is accepted and seen as healthy and organic both by workers and the organization.

A system is a set of inter-connected elements; thus, the movement or position of one element of the system has an immediate influence on the rest. When the position of an element is ambiguous and fails to occupy its place, other parts of the system are affected. When each element is in place, the system relaxes. By observing organizations as a living system, we can see how the systemic principles developed by Hellinger allow us to make sense of the dynamics taking place with teams. Thus, we can see that in a healthy organization, all members have the same right to belong, there is an order that facilitates the development of the system and an adequate balance between what is contributed and what is received. Understanding the dynamics that are established when a principle is not respected and accompanying people to occupy the best possible place for the benefit of team and organizational development is the great contribution of systemic leadership.

 
Joan Quintana (ES)

Title
EVO Teams: Collaborative Environments through Relational Coaching Psychology

Abstract
The complexity within organizations and the uncertainty of the environment generate work contexts that imply new relationship models between the members of professional teams. It is necessary to regenerate power relations in decision-making, regulation systems, leadership, conversations, recognition systems and knowledge management. In relational coaching psychology, an itinerary is proposed to evolve from a vertical system based on control and competitiveness to a relational model in which one transitions from leader to referent, thus creating secure spaces where each professional contributes to the team with his/her unique knowledge and necessary collaboration to achieve common goals.

 
Elvira Reche (ES)

Title
Coaching Psychologist’s Competences for a Personalised Relational Accompaniment (PRA)

Abstract
The key competencies in coaching psychology have been, are and will be a topic of recurring interest in research, training and intervention in this field. It is legitimate to try to establish the minimum necessary factors of good practice, and have lists that describe and unite these competencies. However, in futures with increasingly dystopian and uncertain contexts, the important urgency of developing meta-competencies that are undoubtedly sustainable, ecological and, above all, evolutionary arises. For this reason, in this conference we will not only focus on pointing out what the key competencies of the coaching psychologist should be in the coming years. We will present the audience with the opportunity it represents for coaching psychologists to be able to develop evolutionary relational skills in the context where they intervene.

 
Francisco S. Romero (ES)

Title
Supervision in Coaching Psychology as a Strategy to Improve Quality and Professional Excellence

Abstract
Maintaining and developing levels of professional excellence requires developing, non-evaluative learning processes of professional skills and abilities that go well beyond self-study. Supervision in coaching psychology, understood as a strategy to improve the quality of professional interventions, is one of the best accelerating processes for the development and growth of professional skills. The supervision processes are bidirectional; they are collaborative training and learning experiences between the professionals who carry them out, under criteria of ethics, deontology and professional rigor. To supervise (“super videre”) means to observe, to see beyond, to keep watch over professional performance with a global vision and from a certain distance in order to acquire a broader and deeper look at our interventions.  

 
Marisa Salanova (ES)

Title
Coaching Psychology and Organizational Well-being: A Look from Positive Psychology

Abstract
During the conference I will delve into understanding the principles of positive psychological coaching from the scientific framework of positive psychology, as well as some of its main tools. First of all, and based on the principles of positive psychological coaching, I will describe the principles of PosPsy (Positive Psychology) that deal with these principles based on the improvement of psychological well-being throughout the coaching process. Secondly, I will focus on the idea of PosPsy coaching from coaching psychology and what its contributions are to then deal with the empirical evidence of the effectiveness of PosPsy coaching. Thirdly, I will try to describe how coaching can be considered a healthy organizational practice from the HERO Model (Healthy and Resilient Organization, Salanova et al., 2012, 2019) perspective, with practical cases of its application in organizations. To conclude, I will give some tips on the main tools of PosPsy coaching that can be useful for the professional practice of coaching.

 
Reinhard Stelter (DK)

Title
Building a Strong Dialogical Relationship in Coaching 

Abstract
The main intention of this presentation is:  

• To renew the understanding of coaching, especially in regard to the dialogical relationship  

• On the basis of radical changes in our societies and organizations to argue for coaching as a fellow-human companionship with moments of symmetry in the relationship between both parts  

• To present key dimensions for the building the dialogical relationship in coaching and other transformative conversations: 

• 1. The dialogical dimension 

  2. The narrative-collaborative dimension 

  3. The value dimension 

  4. Feedback as collaborative and outcome-oriented practice.  

To show the importance of relationship with a ‘human face’ is the most important influencing factor in coaching, a factor that is also recognized with growing interest and evidence in both psychotherapy and coaching research.  

  
Beatriz Valderrama (ES)

Title
The Wheel of Motives and APM: A Validated Model and Tool for Personal and Organizational Change

The Wheel of Motives model is a scientifically validated taxonomy of human motivation. It is intended to be the periodic table of what motivates human behavior. 

The APM (Motivational Profile Analysis) questionnaire is a powerful tool for executive coaching processes, career guidance, selection, talent management policies and research.

Its goal is to facilitate self-discovery and drive conscious and intentional change in individuals, teams, leaders, and the organization as a system.

The author will explain the model, its theoretical and empirical foundations and its applications. She will deepen into the application of executive, team and organizational coaching, to develop emotional intelligence skills, improve leadership styles based on understanding and managing the aspirations of collaborators, maximize individual and team performance and commitment, while promoting a change of mindset and cultural transformation.