Personal & Professional Coaching Program
“The learning… provides a safe and rich opportunity for participants to step into a much larger story…“ – Neil Sicherman
Newfield’s 8-month Coaching for Personal and Professional Mastery Program prepares you to be a certified coach by the Newfield Network and the International Coaches Federation.
The topics we cover are:
Theory of the Observer: The world that we live in and the possibilities of action within that world is shaped by the ensemble of beliefs, paradigms or master assertions that we have about ourselves, others and the world. By means of modifying the observer we are, we can enlarge our possibilities for action, enhance our effectiveness and reduce our suffering or lack of satisfaction that certain situations cause us.
Learning to Learn: One of the main capacities allowing us to meet the challenges of a rapidly changing economy is the ability to learn. Through this, we can take charge of developing new abilities to see problems or challenges as possibilities for innovation and development.
Model of breakdowns: In our personal and organizational life, problems occur that challenge our traditional ways of doing things. One interpretation of “breakdowns” is that they are possibilities for learning, innovation, and development, and they allow us to increase our capacity for action and results.
Effective Listening: A central aspect in the ability to anticipate working conflicts, to satisfy our clients’ concerns, and even to anticipate requests or to be an offer to others, lies in learning to listen to others’ concerns, the environment, the future, etc.
Theory of the Acts of Speech: If we review our daily life, we discover a great part of it is immersed in conversations – to ask for help, to offer a product, to hire someone, etc. We maintain that increasing our power, our capacity to coordinate actions, and our well-being, lies in improving the quality of our communication.
Powerful Conversations: One of the most frequently declared problems by people in organizations is the difficulty to generate and participate in different kinds of conversations. There are organizations that easily engage in conversations for action but have difficulties speculating, making a legitimate complaint, or innovating. There are people who have great power to dream up new projects and limited power to put those dreams into concrete actions. We bring to our coaching programs a profoundly simple but effective technique for having powerful conversations.
Conversations, Actions, and Emotions: During the course of our occidental culture, we have neglected the importance and impact that moods have on the results we produce. We all know that actions taken from a mood of resignation are not as likely to produce the intended results as actions taken from a mood of, say, ambition. Emotional intelligence, as Daniel Goldman speaks about it, is an important capacity to develop in managers and an essential ingredient in good coaching.
The Art & Science of Coaching: Coaching is an art form as well as a science. In this program, you learn how to blend the Newfield ontological distinctions with the core coaching competencies.
Committing to a program can be a big decision, and we’re here to help. Linda Fischer, our Director for Community Relations and a Newfield Grad, can answer your questions, connect you to Newfield alumni who share your background, and give you the information and support you need.
“I am always inspired, deepened, and cheered by working with the Newfield Network. They don’t just talk about interrelatedness or systems thinking or creativity. They live it!” – Meg Wheatley, author, Leadership and the New Science: Discovering Order in a Chaotic World
Latest from the Blog
If you’re thinking you want to move into a different mindset about how you look at your time and work/life balance, here are three things to keep in mind.
We need spaces to babble, to enter into conversations where we can explore how to have challenging conversations, hard conversations, or simply conversations where we can honestly share what’s up for us.
What can we do to find our calm so that we can listen deeply to others, and not assume we know what another is thinking or feeling so that we can share effective and powerful conversations?