COACHING WITH ETHICS: HOW TO MAKE PROFESSIONAL DECISIONS WELCOME AND INTRODUCTION
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1 COACHING WITH ETHICS: HOW TO MAKE PROFESSIONAL DECISIONS WELCOME AND INTRODUCTION
2 PLAN FOR OUR TIME TOGETHER: ETHICABILITY THE CODE OF ETHICS WORKING WITH ETHICAL DILEMMAS
3 ACKNOWLEDGEMENTS LIORA ROSEN, TODD HAMILTON, MEMBERS OF THE ICF LIAISON COMMITTEE AND ALL THOSE WHO HAVE WORKED ON THE CODE OF ETHICS ROGER STEARE: CORPORATE PHILOSOPHER TRACY SINCLAIR FOR ENCOURAGING ME TO DEVELOP MY INTEREST IN ETHICS
4 ETHICS MORAL VALUES THAT GUIDE OUR BEHAVIOUR TOGETHER WITH THE LEGAL RIGHTS AND DUTIES THAT ARE ACCEPTABLE IN A PARTICULAR SOCIETY. 3 DOMINANT PHILOSOPHIES IN ETHICS: ETHICS OF OBEDIENCE ETHICS OF CARE ETHICS OF REASON
5 ETHICAL PHILOSOPHIES OBEDIENCE - WHAT IS RIGHT CARE WHAT IS GOOD FOR OTHERS REASON BECAUSE IT S THE RIGHT THING TO DO
6 INTEGRITY A SENSE OF WHAT IS RIGHT AND WILLINGNESS TO ACT IN ACCORDANCE WITH IT THOSE SHARED VALUES, ATTITUDES AND BEHAVIOURS THAT HELP US TO ACT CORRECTLY IN OUR LIVES AT HOME AT WORK AND IN SOCIETY FROM INTEGRITY IN PRACTICE ROGER STEARE AND ABBOT CHRISTOPHER JAMISON 2003
7 A METHOD OF NAVIGATING CONFLICTING OPTIONS CONFLICT OF DESIRE CONFLICT OF INTEREST CONFLICT OF PRINCIPLE. AND ALL WHILE TRYING TO EARN A LIVING
8 WHY A CODE OF ETHICS?
9 MAINTAINING AND PROMOTING EXCELLENCE IN COACHING CODE OF ETHICS PROVIDES APPROPRIATE GUIDELINES ACCOUNTABILITY ENFORCEABLE STANDARDS OF CONDUCT
10 ICF DEFINITION OF COACHING PARTNERING WITH CLIENTS IN A THOUGHT-PROVOKING AND CREATIVE PROCESS THAT INSPIRES THEM TO MAXIMISE THEIR PERSONAL AND PROFESSIONAL POTENTIAL COACHES HONOUR THE CLIENT AS THE EXPERT IN HIS OR HER LIFE AND WORK AND BELIEVE EVERY CLIENT IS CREATIVE, RESOURCEFUL AND WHOLE
11 CORE VALUES OF ICF INTEGRITY: WE UPHOLD THE HIGHEST STANDARDS BOTH FOR THE COACHING PROFESSION AND OUR ORGANIZATION. EXCELLENCE: WE SET AND DEMONSTRATE STANDARDS OF EXCELLENCE FOR PROFESSIONAL COACHING QUALITY, QUALIFICATION, AND COMPETENCE. COLLABORATION: WE VALUE THE SOCIAL CONNECTION AND COMMUNITY BUILDING THAT OCCURS THROUGH COLLABORATIVE PARTNERSHIP AND CO-CREATED ACHIEVEMENT. RESPECT: WE ARE INCLUSIVE AND VALUE THE DIVERSITY AND RICHNESS OF OUR GLOBAL STAKEHOLDERS. WE PUT PEOPLE FIRST, WITHOUT COMPROMISING STANDARDS, POLICIES, AND QUALITY.
12 QUESTION 1 I HAVE A VIRTUAL ASSISTANT IN ANOTHER PART OF THE COUNTRY WHOM I HAVE NEVER MET IN PERSON. I GIVE HER NAMES OF CLIENTS AND CONTACT INFORMATION SO SHE CAN CONFIRM MEETINGS AND SEND S. DO I NEED AN ICF ETHICS AGREEMENT WITH HER?
13 QUESTION 2 I D LIKE TO LIST MY CLIENT S COMPANIES ON MY WEBSITE AND LINKEDIN PROFILE. CAN I LIST THE COMPANY WITHOUT MENTIONING MY CLIENT S NAME?
14 QUESTION 3 MAY I ACCEPT A COACHING CONTRACT FOR A CORPORATE MID-LEVEL MANAGER WHEN I AM ALREADY COACHING HIS BOSS?
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17 PREPARATION HOW DO WE FEEL? WHO S INVOLVED? WHAT ARE THE FACTS? WHAT SORT OF DILEMMA IS THIS? WHAT ARE OUR INTENTIONS? WHAT ARE OUR OPTIONS? HAVE WE THOUGHT CREATIVELY? ETHICABILITY.ORG
18 DECIDE WHAT S RIGHT WHAT ARE THE RULES? ARE WE ACTING WITH INTEGRITY? WHO IS THIS GOOD FOR? WHO COULD WE HARM? WHAT S THE TRUTH? ETHICABILITY.ORG
19 TESTING OUR DECISION HOW WOULD WE FEEL IN THEIR SHOES? WHAT WOULD BE FAIR AND REASONABLE? WHAT WOULD BE THE ADULT THING TO DO? WHAT WOULD BUILD TRUST AND RESPECT? WHAT WOULD STAND THE TEST OF TIME? HAVE WE THE COURAGE TO DO WHAT IS RIGHT? WHAT CAN WE LEARN FROM THIS DILEMMA? ETHICABILITY.ORG
20 WHAT WILL HELP US MAKE BETTER PROFESSIONAL DECISIONS? AWARENESS OF OUR OWN VALUES, BIASES AND FILTERS AND A WILLINGNESS TO HAVE THESE CHALLENGED OPENNESS TO LEARNING KNOWLEDGE AND USE OF THE CODE OF ETHICS
21 FURTHER RESOURCES: ETHICS FAQ ETHICAL CONDUCT REVIEW PROCESS
22 THE SEVEN SOCIAL SINS : KNOWLEDGE WITHOUT CHARACTER SCIENCE WITHOUT HUMANITY WEALTH WITHOUT WORK COMMERCE WITHOUT MORALITY POLITICS WITHOUT PRINCIPLES PLEASURE WITHOUT CONSCIENCE WORSHIP WITHOUT SELF-SACRIFICE MAHATMA GHANDI
23 AND WHAT WOULD YOU DO HERE? HOW TO MANAGE INFORMATION RECEIVED DURING A COACHING MEETING ABOUT BEHAVIOR OF THE CLIENT THAT CAN CREATE PROBLEMS TO THE COMPANY (FOR EXAMPLE, THE CLIENT SAYS HE IS NOT COMPLETING SOME ACTIVITIES HE SHOULD DO BECAUSE HE CONSIDER THEM WRONG CHOICES OF MANAGEMENT)? (THE COMPANY IS PAYING FOR HIS COACHING PROGRAM) I ACCEPTED TO DO A TEAM COACHING PROGRAM IN A COMPANY AND I SET CLEAR GOAL WITH THE CEO. THE CEO PARTICIPATES THE PROGRAM AND CONTINUOUSLY CHANGES THE GOALS OF THE PROGRAM AND/OR OFFERS STRONG NEGATIVE FEEDBACK TO EVERYONE IN THE TEAM. HOW CAN I MANAGE AN APPROPRIATE RELATIONSHIP BOTH WITH THE CEO AND THE TEAM?
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