Newsletter January 15
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Happy New Year!

We wish you all a very successful & Happy New Year!

 En tant que coachs, vous prenez soin des ressources de vos clients. En tant qu'association de coachs, nous avons à coeur de prendre soin de vos ressources. Cette année, nous mettons à votre disposition tout un ensemble de solutions.
Deux tasks-forces seront créées:
- une task-force "assurance" pour réfléchir à la façon dont nous pouvons mieux protéger notre activité des aléas éventuels.
- une task-force "contrat" pour établir un contrat standard que nous pourrons proposer à nos clients.
Les supervisions en langue française et anglaise se poursuivront avec le succès qu'on leur connait !
Un évènement ouvert à nos membres et à leurs clients aura lieu. Nous sommes en train de prendre des contacts.
Enfin, comme chaque année, nous nous retrouverons pour prendre plaisir à être ensemble et échanger sur les meilleures pratiques de notre belle profession.
ECA/EMCC Luxembourg is a platform of professional coaches and mentors, focused on ethics and quality, sharing experiences and best practices for a high-level-standard in coaching and mentoring

Dates for your Diary 

26 March, 8.30 
Information & Networking Breakfast

22 October, 18.30 
General Assembly

24 November, 18.30
Information & Networking Afterwork

22nd Annual Mentoring and Coaching Conference in Istambul, Turkey
As a result of the vote at the General Assembly, here are the 
ECA/EMCC Luxembourg Board Members from 2014 to 2017

Marie-Brigitte BISSEN, President     
Mary DEVINE, International Relationship Manager
DE KERCHOVE, General Secretary             
Susanne HABRAN-JENSEN, Membership & Accreditation Manager
Nadine HEMMER, Internal Communication Manager  
Rita KNOTT, Solidarity Coaching & Group Supervision Manager

Permanent Invitee to the Board 2014-2017
Denis MINGARELLI, Treasurer      
We wish to express our gratitude to Manfred Wöltche and Paul Schonenberg who have resigned from their role due to other competing priorities.  They will both retain their Founding Member status.
Manfred, we have especially valued your energy and willingness to contribute to the Association and your practical approach and support especially with the first Forum we organized!
It is with pleasure that we confirm the status of Founding Member Emeritus to Paul Schonenberg for having spontaneously offered to join the first Board as Vice-President in 2006 and for his continued and active support as President of the  American Chamber of Commerce. Paul, we have particularly appreciated your sense of foresight and strategic perspective!   
We also wish to thank Laurence Falcetta for her continuous and reliable support to our General Secretary. Laurence, ta contribution a été largement appréciée par tous nos “phobiques administratifs”!
Snapshot on the annual EMCC conference in Venice
The EMCC conference held in Venice in November was warmly hosted by our most recently affiliated 23rd member country, Italy, and was accompanied by clear blue skies over the stunningly beautiful city. Four EMCC Luxembourg members attended alongside 200 people from around Europe and from places as far afield as Canada, Australia, New Zealand, South Africa and India.  The keynote speakers and the workshops provided lots of new ideas, the latest research and plenty of fruit for thought to bring back and integrate into our practices.  See our next InfoSharing for selected highlights. But, as ever, the real highpoint of the conference was meeting new people and engaging in conversations with colleagues from many paths of the coaching and mentoring world.
At the EMCC Council Meeting, which is held alongside the conference, it was decided that the strategic focus for EMCC in the year ahead would be in promoting EMCC as the “go-to body” for excellence in mentoring and coaching, with particular emphasis on promoting the EIA (European Individual Accreditation).  On this note, the marketing team is seeking volunteers, so if you feel you would like to contribute and benefit at the same time from working at European level, please let us know!
I left the conference with renewed energy, enthusiasm and conviction in our work and its potential to change lives and relationships positively! And I hope to see many of you next year for the conference in Istanbul!
Mary Devine


Key learnings

Coach, couche-culotte ou gourou ?
On the board, we felt that the association had grown and that the time had come to start sharing and engaging in collective reflection on topics such as “Ethics and Coaching”.  At the afterwork on 10 October 2014, Susanne Habran-Jensen, Board member responsible for membership & accreditations, introduced the topic in a way that encouraged us to question both ourselves and our profession.
In the final analysis, it is clear that our Code of Conduct goes some way to answering some of our dilemmas but does and cannot answer all eventualities. Ethics after all is not limited to what is written in our EMCC Code of Ethics.
During the evening many of you shared your dilemmas linked to the topic.  This opportunity to share our common experiences helped many of us with our own individual dilemmas.
We hope that our common reflection helps members to progress in further developing the awareness and importance of our choices both as coaches and as clients of coaching (purchasers). Thanks to the group of people in the room, we heard a variety of perspectives on the topic.
The emerging themes that arose out of our group work allowed us to reflect further on the topic and to grow in our practice. These themes are captured below.

Emerging dilemmas, themes and « food for thought »

What if the client (HR or hierarchy of the coachee) asks for some feedback about the coaching and/or about the coachee?  (Potential  “Couche-culotte” attitude from the coach:  I want to please (and keep) the client!)
- Importance of anticipating this by ensuring that we inform HR, the N+1 and the coachee about the deontological framework prior to the coaching exercise (separately and/or via a tripartite “objectives setting” meeting);
- Importance of clarifying and adhering to the deontology (focus on the coaching process and not on the content or on the person);
- Tripartite feedback sessions should be part of the coaching process where the coachee and the client (HR and/or hierarchy) exchange their perceptions about the evolution of the coachee.
What if a situation requires that the coaching be terminated?
Importance of putting in place a coaching contract that outlines that the coaching can be terminated at any time without any explanation;
- Importance of accepting that the coach may need to “lose face” (ego-management);
- The coach should discuss the situation with their supervisor before taking the decision;
- The coach should discuss this with the coachee in order to reach joint agreement and responsibility for the decision.

The “controlling” culture of some organizations versus a “trusting” attitude towards the professionalism of the coach
How to find the right balance between the “gourou” attitude (I know best) and the “couche-culotte” attitude (clients first at any cost)?
Importance of being a well-balanced coach (self-esteem – courage – assertiveness - empathy);
- The coach should invest time in informing the client and work on building trust in the relationship;
- Importance of taking the risk of losing the coaching work in cases where the organization does not accept the boundaries of the code of ethics.

Potential “hidden agenda” and/or a objectives that go beyond the coaching  (i.e. Help the client identify some organizational issues)
How to keep the coach’s role separate from the consultant’s role?
- Importance of stating this dilemma openly to the client while referring to the confidentiality rules.

Some of our members who are HR professionals & purchasers of coaching shared the “client” perspective and generated other insights
- The “gourou” type coach who generates dependency with the coachee (either via “seducing ” attitudes, by serving as a role model, or by taking their manager’s role);
-  HR must be aware that a coaching might result in the coachee deciding to leave the company;
-  Be aware that not all coaches respect the deontology and it is not easy for HR to identify and/or address this;
In order to select the right coach,  it is important for HR to know the deontology of the coaching profession as well as to be informed about the requirements for being a professional coach;
The expectation of HR to rely on the coach to work in partnership for identifying whether coaching is the best approach at a given time (i.e.  pre- or burn-out situations, personal problems,… );
HR is also expecting the coach to challenge the coachee (versus the “couche-culotte” type coach who sees their role only in “reassurance”).

This sharing of practice around the deontology was a good opportunity to reflect on and share our experiences and expectations from both client and coach perspectives.
It also gave HR members an insight into the importance for coaches of being able to refer to a supervisor to have a “safe place” to share doubts and successes, and at the same time further develop their skills and expertise.
In line with the EMCC traditional approach of reflective practice, we want this initiative to be one of the many to come!

Marie-Brigitte Bissen & Susanne Habran Jensen
Why do associations such as the EMCC rely upon a code of ethics and not a moral code?
Ethics and morals both relate to “right” and “wrong” conduct. Ethics refer to a series of rules provided to a person by an external source, e.g. the person’s profession or religion. Morals refer to an individual’s own principles regarding right and wrong. The EMCC, being an association of coaching and mentoring practice, has developed a set of rules, and acts as the external source which provides guidelines for the ethical questions arising in our practice.  Questions around what is good practice in coaching and mentoring. The EMCC Code of Ethics gives some important overall ideas about coaching and mentoring practice, and also about the limits of our own professional competence. 
On a more practical level it covers the main points of what a basic coaching agreement should comprise, namely Confidentiality, Not taking advantage of the client in any manner, and Avoiding conflicts of interest. I would think that all members would agree that these are all important commitments. Yet, how does each one of us translate them into our own personal moral code, and how is that moral code linked to our "practical ethics” within our personal practice? In other words, what are our concrete actions linked to abstract statements such as “Avoiding conflicts of interest”. This statement alone is particularly challenging when we practice coaching or mentoring in Luxembourg. By this, I am referring to the special dilemmas which come with our country’s small size.  For example, it is not unusual to meet a coachee in a private setting. As such this may not be a dilemma, yet it can become one. By engaging in a collective reflection and sharing our possible ethical dilemmas I believe that we are better prepared for them. Finally, we all know we cannot avoid them, and without them life may even become boring!
Susanne Habran Jensen
We frequently have questions on how to start an EIA process. You'll find most of what you need to know about the EIA assessment criteria, our Competence Framework and how to start completing an EIA application, on the EMCC Website on EIA page

Next Newsletter in April. If you wish to write an article or share any information, please contact Nadine at: 

Next InfoSharing in February. Please send your contributions (articles, book references, videos) at least 2 weeks prior to the issue to Isabelle at
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