| Mandy’s Coaching Seminar | |
|---|---|
| 活動日期 | 2025年10月11日 |
| 活動時間 | 上午10時30分 – 下午2時 |
| 上課地點 | 荔枝角醫局西街1033號源盛工業大廈705室 |
Mandy 現場Coaching Concept Learning + Demo（示範一個APG模式）+ Coaching Benchmark
| Cherrie | |
| WhatsApp / 聯絡電話 | 6724 6612 |
| Google Form | https://forms.gle/ |
| 課程編號 | APG_Nov2025_HK |
|---|---|
| 課程日期 | 2025年11月7-9日（共3天） |
| 上課時間 | 上午10時 – 下午7時 |
| 上課地點 | 荃灣TML廣場 |
教練學 Coaching 是一個促進對方解封個人潛能，以達到最高的個人表現的技術。無論是自己成為天才的教練，或是促進別人成為天才，要真正發揮一個人的內在資源，我們都需要更深入探索其思想、感受、狀態和經驗。而把我們的思想有系統地加上不同的層次，你可以創造一種不同的、高質素的思維方式，進而創造出充分發揮我們才能的天才狀態 (Genius State)。
這個培訓課程不單是成為專業教練、或認證培訓師的必經之路，更可被作為 “獨立”個人轉化或專業發展課程。故此，無論是要改變、發揮別人潛能的培訓師、導師、教練、管理人員、企業領袖，或是單純想學習天才模式，提升自我領導能力的人士，APG這三天課程將會為你成為專業教練作出最佳的準備，並有系統地掌握真正發揮天才般表現的鑰匙。
第一天：進入你的思想矩陣
第二天︰清理你負面、有害狀態和藉口，建立新的矩陣
第三天︰質量化&質感化你的未來矩陣-創造身心一致和完整的自己
什麼時候你需要參加本課程？
為什麼你需要參加本課程
透過本課程，你可以
進階教練證書課程Coaching Genius (Module 2) 是 基礎教練Coaching Essentials (Module 1) 的延伸課程
亦是 Coaching Mastery for ACMC Credentials (Module 3) 之前的必修課程
合資格的學員可獲 由 ISNS 頒發的 Coaching Genius 進階教練證書。
| Boey | |
| WhatsApp / 聯絡電話 | 95443317 |
| 電郵 | boey_law@neurosemantics.hk |
| 課程編號 | CL_Nov2025_HK |
|---|---|
| 課程日期 | 12-14 ／12 ／2025 |
| 上課時間 | 上午9時 – 下午6時 |
| 上課地點 | 尖沙咀東 |
米雪·杜瓦爾（Michelle Duval）2004 – 2005
許多人要求進一步澄清ICF（國際教練協會）和MCF（大成教練基金會）之間的關係，以瞭解大成教練認證和認可如何符合ICF的資格認證。作為回答，下面給出了一些解釋，以便更清晰理解大成教練以及它目前在教練領域的地位。
ICF的願景
ICF的願景是成為教練運動的國際性權威和管理機構。在美國，它已經做到了這一點，在世界其他地方，它正在努力做到這一點。在它的概念成形過程中，就有三或四個其他的組織以同樣的意圖開始建立。這造成了喪失和阻止任何一個組織實現這一目標作為其目標的後果。
身心語義對ICF的參與和支持
我們是ICF和他們迄今所取得成就的大力支持者。你可能知道，也可能不知道，當ICF在澳大利亞成立時，我（2001-2002）是悉尼ICF的聯合主席，也是澳大利亞專業發展的創始委員會主席（創建了澳大利亞最大的委員會）。我們的委員會在澳大利亞的第一次教練大會中起了重要作用。
我曾在悉尼舉行的兩次國際ICF會議上發表演講，邁可也在2002年發表演講。我們現在計畫在加拿大魁北克的國際教練會議（2004）上呈現改變軸模式。
ICF會員
任何人都可以成為ICF的會員。成為普通會員不需要特殊資格。只有當你想獲得職業資格證書時，才需要被認證。
ICF的認證要求
只有在這個時候，教練培訓的起源才變得重要起來。就像我們的大成教練的證書一樣，教練在準備獲得他們的證書時需要展示很多東西，而且在每種級別（ACC、PCC、MCC）的要求都不一樣。由於ICF對來自不同培訓機構的人員進行認證，他們為此制定了嚴格的規則和途徑。
途徑一：認證的教練培訓專案
提出你要認證的申請，並證明你接受過認可的教練培訓課程。這個教練培訓課程是經由ICF認可的。（提供培訓公司被認可的程式）。
途徑二：資格認證
提出你要認證的申請，並證明你已經接受了“教練特定的培訓”（PCC至少需要125小時，MCC只需要額外的75小時）。這是針對那些在沒有獲得ICF認證的教練機構接受培訓的教練。我們的大成教練畢業生可以選擇這個途徑獲得認證。
資格認證 – 特定的教練培訓
申請這一途徑的證書需要你證明你所接受的培訓是教練專項的，並且符合ICF的6項核心能力。（最少125小時）
大成教練在很大程度上滿足並超越了所有這些標準。大成教練的基礎教練實際上是180小時的教練專項培訓，滿足超過26項核心能力，此外，我們還對這些技能進行了基準打分，以提供教練能力的行為上測量。
大成教練基金會（MCF）認證
我們嚴格的資格認證超過了ICF設定的所有標準，因為我們需要NLP和NS的認知行為教育。這不是ICF的要求。
為什麼我們沒有透過ICF的認證？我們對此進行了慎重考慮，並做出了策略性決定，決定不按照全球範圍內建立職業教練承諾。我們也知道，我們可以在不傷害我們的畢業生情況下做到這一點。我們的教練畢業生可以很容易地獲得ICF證書，如果他們想要的話，只需要透過資格認證的途徑。
我們想劃清界限，認為ICF的標準太低了。我們希望為這一領域設立更高的職業標準。這是我們建立MCF和認證標準的主要目的。我們相信教練需要行為科學方面的培訓；NLP和NS。透過選擇不成為ICF認證的教練培訓，我們證明了我們的不同。考慮到我們的畢業生仍然可以獲得ICF認證，而且我們設置了更高的標準，我們覺得這樣做沒有任何好處。
簡短的答案
大成教練培訓項目與ICF的所有核心能力一致，並且實際上超越了它們。該培訓附屬於ICF組合證書計畫。ICF會議是銷售大成教練的好地方，所以我鼓勵你去看看你當地分會的會議。
更多的資訊，請參閱ICF的官方網站 www.coachfederation.org。
ICF與MCF的比較 他們如何比較？ 他們差異在哪
L. Michael Hall (邁可.霍爾博士) 2011年一月12號
隨著教練領域的不斷發展，提供教練培訓的組織和提供教練資格認證和評估的組織也在不斷出現。歷史上，ICF（國際教練聯合會）是最古老的組織，涉及到後來的教練資格認證，所以它是最著名的組織。2003年，米雪·杜瓦爾（Michelle Duval）帶頭發起了“大成教練基金會”（MCF），為大成教練認證和認可提供資格認證和評估。還有很多其他組織也在做同樣的事情。
那麼ICF和MCF有什麼區別呢？
區分這兩個組織
這兩個組織有許多相同與不同的地方。
ICF
關於ICF，任何人都可以成為普通會員，這只是一個註冊和支付費用的問題。成為普通會員不需要特殊資格。只有當你想獲得專業資格證書時，才需要資格認證。專業資格證書有三個等級：
（認證的翻譯來自https://zhuanlan.zhihu.com/p/30882975，括弧翻譯來自于ICF臺灣的官方網頁）
因為ICF本身不是一個培訓組織，所以你不能被ICF訓練。ICF對來自不同培訓機構的人進行認證，他們有規則管理達到這些認證的途徑。
途徑1擁有經過認可的教練培訓專案。如果你參加了ICF認可的教練培訓課程，你就可以申請你的認證並證明你參加了培訓。第二個途徑是資格認證。如果你接受的教練機構不是ICF批准的，那麼你同樣要申請你的認證，如果是申請PCC，你需要證明你已經接受了至少125小時的教練專項訓練，對MCC，你需要額外的75小時的證明。
最後一個區別。ICF是一個認證組織，但不是一個認證機構。也就是說，它提供ACC、PCC和MCC級的ICF的證書。它本身並不是一個認證機構而MCF（大成教練基金會）是一個認證機構。我們MCF的所有大成教練培訓，從第一模組到第三模組是為了ACMC認證，並透過ISNS（國際身心語義學會）認證的。
MCF（大成教練基金會）
考慮到資格認證是大成教練透過得到ICF認證的方式，你可以透過展示你已經接受過“教練專項”訓練以及符合ICF核心技能來申請認證。大成教練遠遠超過滿足了那些標準。基本的大成教練培訓就包含了180小時的教練專項訓練，用於打分基準的7個核心能力，8個改變軸心的能力，以及另外12個用於框架、模式偵測等的能力。
除了他們的大成教練證書外，許多大成教練畢業生已經透過了ICF的資格認證途徑獲得了ICF證書。為了促進這一點，米雪·杜瓦爾（Michelle Duval）在2005年創建了大成教練需要提交ICF的所有檔清單。
超越ICF的是，大成教練系統有對於能力在具體行為上進行基準打分，因此提供了教練技能的行為衡量。我們大成教練的認證要求遠遠比ICF標準來得更嚴謹。
關於大成教練基金會的認證，米雪·杜瓦爾（Michelle Duval）在2004年寫道：
「我們嚴謹的認證標準超越了ICF的標準，因為我們需要NLP與NS的認知行為的教育。這不是ICF的需求。而對於：“為什麼MCF沒有透過ICF的認證？”的問題，我們對此進行了慎重考慮，並做出了策略性決定，決定不按照全球範圍內建立職業教練承諾。我們可以在不傷害我們的畢業生情況下做到這一點，因為我們的教練畢業生可以很容易地獲得ICF證書，如果他們想要的話，只需要透過資格認證的途徑。」
「因為我們相信ICF的標準太低了而我們希望為這一領域設立更高的職業標準。這是我們建立MCF和認證標準的主要目的。我們相信教練需要行為科學方面的培訓；NLP和NS。透過選擇不成為ICF認證的教練培訓，我們證明了我們的不同。考慮到我們的畢業生仍然可以獲得ICF認證，而且我們設置了更高的標準，我們覺得這樣做沒有任何好處。」
合作
為什麼大成教練沒有成為ICF批准的組織？在大成教練開始的2002年，大成教練體系與ICF之間存在顯著差異。他們認為處理“信念”是“治療”，而我們的想法與它不同。他們有6種非常一般的能力，我們則有7種核心能力和20種高級能力 – 所有這些都是有基準的。因此，我們經過深思熟慮，做出了策略性的決定，發展我們的教練專業。
透过框定改变来建立解决方案
Solution Building via Framing Change
将许多客户困住在看似无法解决问题的一个有趣框架，就是稳定性假设。这是一种远古的观念，认为世界是牢固、稳定、不变和固定的。虽然它是远古的，但有许多因素诱使大家这样想。语言可能是最大的罪魁祸首。词语和语言本身的本质是当你为一个事物命名时，那个事物就变成了你所命名的东西。之后就很难用其他方式去看待或思考它了。事实上，用言语表达一种经验给我们一种假的控制感。
标签问题尤其如此。一旦你以特定的方式给一个人贴上标签 – 他是酒鬼，她是婊子，他是精神分裂症患者，她是无情的商业领袖，等等，这个标签就蒙蔽了我们，使我们无法以任何其他方式看到这个人。随着重复，它产生了严重的限制。在这种情况下，诊断标签不仅会失去人性，还会把人置于不可改变的框架中。现在这个人真的被困住了！
想想假名词的语言 – 名词化。这些动词变成名词欺骗了我们，因为它们隐藏了行为和过程，使它们看起来稳定不变。当你听到「关系」这个词时，它听起来很坚实。然而，隐藏起来的是某人以一种特定的方式，在特定的时间与另一个人建立关系。它过度概括并造成了巨大的扭曲。
然而，我们都用名词化来说话，而且通常情况下，客户使用名词化来说话的过程本身就是一个问题。「当我的关系处于危险之中时，我的自尊受到了很大的伤害。」这种过于抽象的陈述使我们无法真正了解发生了什么，但更糟糕的是，我们推断出一个不变的世界。「意识到我的事业已经陷入僵局，让我的抑郁症更加严重。」
隐含的意思是有些事情是无法改变的。然而，事实上，改变是一个持续的进程。改变是不可避免的。稳定是一种幻觉。一切都在不断改变，因为我们生活在一个进程的宇宙中，在次原子粒子层面上，一切都是能量。这强调了解决方案的第9前提，解决方案可以透过框定改变是一个持续的、不可避免的进程来建立。
因此，要成为专注于解决方案的大成教练，询问改变、期望改变、寻找改变、并强调改变。虽然这对于一些客户来说可能很有挑战，但是耐心和坚持以及改变的期望提问最终会帮助客户发现改变是唯一的选择。「我一直是这样的；我就是对批评很敏感。」你小时候就是这样的吗？你刚学会走路时，对别人的批评就很敏感吗？如果你走进精神病院，其中一个病人开始批评你，你会有多敏感？
改变的好处是你不必从大的转换改变开始，你可以从小的改变建立一个改变的解决方案。事实上，小的改变会像滚雪球一样变成越来越大的改变。因此，要重视小的改变，并邀请客户看到小改变已经在开始了。「自上次教练节后，发生了什么改变？」如果客户找不到，询问细节，并注意听客户是否认为那些不算是改变（打折）。「喔，事情差不多是一样。好吧，那么在什么时候，你本期待事情会变得更糟，却没有发生？」
如果改变看起来太大、太势不可挡，那就缩小改变的范围。使用一个小的，甚至是次要的改变来促使一个更大改变的解决方案。邀请一个小的改变，一个看起来甚至不相关的改变，通常可以促进整个系统的转变和改变。这在你问澄清问题时，经常会发生的。你问客户，他是如何使用抑郁这个词时，你会在这个进程中发现它的意思是不快乐，而当你发现有小小的快乐存在时，抑郁的整体完形就起了变化。
作为一个大成教练，你在做这些的同时，也在使用系统思维。你采用后退方式去得到一个更大的视角，使你能够看到改变。它给你视角。这就像离家十年后回到家乡一样 – 你可以看到很多改变，而那些一直住在那里的人几乎不会注意到这些改变。
当你知道改变是持续的，而稳定是一种幻觉时，提问一些假设改变的问题，期望客户发生改变，强调改变的实例。然后，从改变中共同创建指引改变的解决方案，使其成为真正好的改变解决方案。
An interesting frame that locks many clients into seemingly unsolvable problems is the assumption of stability. This is the primitive idea that the world is solid, stable, unchanging and fixed. While it is primitive, there’s numerous factors that seduce a person to think that way. Language is probably the biggest culprit. It is the nature of words and language itself that when you name something— that’s what it is to you. Afterwards it is hard to see or think about it in any other way. The fact of languaging an experience gives us a pseudo-sense of control over it.
This is especially the problem with labels. Once you label a person in a particular way— he is an alcoholic, she is a bitch, he is schizophrenic, she is a ruthless business leader, and so on. The label blinds us from being able to see the person in any other way. And with repetition, it creates a severe limitation. This is where diagnostic labels can become not only dehumanizing, but also put the person in a frame of unchangeability. Now the person is really stuck!
Consider the language of false nouns— nominalizations. These verbs turned into nouns deceive us precisely because they hide the action and the processes and freeze them so that they seem stable and unchanging. When you hear about a “relationship,” it sounds solid. Yet hidden away is that someone is relating to someone else in a particular way, at a particular time. It extremely over-generalizes and creates an immense distortion.
Yet we all talk in nominalizations and, oftentimes, the very process of clients talking in nominalizations is the problem. “With my relationship on the line, my self-esteem has suffered a lot.” Such overly abstract statements prevent us from actually knowing what’s going on, but even worse, we infer an unchanging world. “The realization that my career has reached a stalemate makes my depression worse.”
Implied is the idea that some things are unchangeable. Yet actually, change is an ongoing process. Change is inevitable. Stability is the illusion. Everything is constantly changing because we live in a process universe where at the sub-atomic level, everything is energy. This underscores solution premise #9, Solutions can be built by framing change as an ongoing, inevitable process.
Therefore, to be a solution focused Meta-Coach, ask about change, expect change, look for change, and highlight changes. While this can be challenging with some clients, patience and persistence along with change expectation questions will eventually help clients discover that change is the only option. “I’ve always been this way; I’m just sensitive to criticism.” You were that way as a child? You were sensitive to criticism when you first learned to walk? How sensitive to criticism would you be if you walked into a mental ward and one of the patients started criticizing you?
The nice thing about change is that you don’t have to start with large transformational change, you can build a change solution from small changes. In fact, small changes can snowball into larger and larger changes. So value minimal changes and invite your client to see that bits of change has begun. “What has changed since the last session?” If the client can’t find any, ask for specifics and tune your ears for discounting. “So things are about the same. Okay, and where there times when you could have expected that things would have gotten worse, but they did not?”
If the change seems too big and overwhelming, scale it down. Use a small, even a minor, change to develop a larger solution change. Inviting a small change, one that may even seem irrelevant, can often facilitate an entire system to shift and change. This often happens when you ask the clarity check question. You ask your client how she is using the word depression and in the process you discover it means being unhappy and when you find out that there are small little happiness’s present, the overall gestalt of depression changes.
When you do this as a Meta-Coach, you are also using systems thinking. You are essentially stepping back and gaining a larger level perspective which enables you to see change. It gives you perspective. It’s like returning to a home or town after being away for ten years— you can see lots of changes whereas someone who has been there all the time hardly notices them.
When you know that change is continuous and stability is the illusion, ask questions that assume change, expect change in your client, highlight instances of change. Then, out of change co-create solutions that will direct the change so it becomes truly a good change solution.
The Meta-Coaching Strategy Par Excellence
大成教练策略 – 最优秀的策略
想到教练一个客户，你马上会想到的是什么策略？你将要教练某人，你会用什么形式？当你开始时，你想了解客户的什么，才能为他的生活带来蜕变？不管它是什么，策略将决定教练节将会发生什么。
最近在埃及，当我对几位大成教练进行观察和打分时，我很震惊有多少人实际上错误使用完善效果的问题。他们不是用这些问题来进行高质量的信息收集，而是用这些问题来寻找一个可以进行介入的主题。也就是说，他们把它们当作一组18扇门来敲，然后当有人应门暗示这是一个可以被教练的主题时，他们就跳进去开始动工。我还来不及反应，他们就开始介入了
那就是如何不使用WFO问题的方法。当然，有时你会偶然发现一些对客户有用的东西。事实上，只要有人聆听他们、支持他们、认真对待他们、问他们问题，对大多数人来说，就是一个治愈和再生的过程。他们会从中得到很多，也会很感激。但这是一种非常草率的「教练」方式，不是大成教练系统呈现教练的方式。
将这18个问题作为一个检查表来进行客户结果的质量控制。按顺序提出问题，并全部提出，除非有迹象表明某个问题是不需要提出的。然后想想如何在10到12分钟内完成这18个问题。为了补充你的思考，你可以从五种基本的教练对话角度来思考。这是关于清晰、决定、计划、体验还是改变？那会帮助你找到主题。
现在说到战略，从一开始就考虑到主题。将教练框定为一种独特的对话，它将对客户产生重要的影响。
「教练进程是被设计来改变生活的，当你离开教练椅子时，你想要达到什么样的目标使你的生活会有巨大的不同？你想体验什么样的改变？你会有什么不同?」
当你问这个问题并注意聆听时，以五种基本的教练对话角度思考。大成教练系统的基本策略是先诊断后介入。使用18个问题进行诊断 – 为了高质量的信息收集。对你收到的信息采取一种健康的怀疑态度，这样你就可以用细化问题来处理这些信息（探索和清晰检查来打开内容，然后测试和检查来关闭内容)。
清楚自己想要什么的客户从一开始就会很明确，在这种情况下，你可以在五分钟内问完18个问题。那些不清楚自己想要什么，或者有什么阻止他们体验更充实、更丰富生活的客户，你在进行18问的时候，他们必须被推动和被挑战。他们需要。他们确实想要。他们需要有人与他们角力以获得所需的清晰度。当这一点对你来说变得很明显时，而你又有点犹豫，你可以框定自己在对话中扮演的是「唱反调」的角色。
「为了我能更好服务到你，以及你能得到你真正想要和需要的东西，我将唱反调，并挑战你所说的话，这样我们就可以揭示你所说的背后真相。你现在是否处在进行这种对话的合适状态吗？」
现在你可以在与客户对话时进行一些现实测试和一些挑战。现在你也可以抓内容、进行猜测，并寻求反馈。你也可以提出建议。
「这听起来我们可以把焦点放在清晰标准上，然后看看你是否决要定换工作；听起来怎么样？如果我们把整个教练节都花在这上面，你花的时间、精力和金钱值得吗？
这样的方式，对于那些思维非常全局和抽象的人来说尤其重要。他们需要你的那种方向和具体性。信息收集使你能够从一个基本的诊断开始，然后你可以继续进行介入。在你清楚情况、目标、障碍等等之前进行介入，就像是没有诊断的情况下给药。这不是一个明智的选择，更不用说是符合生态的选择了。
介入通常是容易的部分。一个有效的大成教练在于排除杂音、干扰和错误诊断，从而识别和定义真正的问题。当你这样做的时候，工作已经完成了90%。记住：诊断第一，介入第二。完成了18个问题，你就会知道接下来该做什么了。
Think about coaching a client and what immediately comes to your mind regarding your strategy? You are about to coach someone, what format will you use? What do you want to know about your client as you begin so you can make a transformational difference in that person’s life? Whatever it is, the strategy will determine so much about what will happen in the session.
Recently in Egypt, when I observed and benchmarked several Meta-Coaches, I was struck by how many were actually mis-using the Well-Formed Outcome Questions. Instead of using them to do high quality information gathering, several used the questions to search for a topic for intervention. That is, they used them as if they were a set of 18 doors to knock on, then when someone answered the door that suggesting a coachable subject, they jumped right in and began working it. Then before I knew it, they were doing an intervention!
That’s how not to use the WFO questions. Sure, there will be times when you hit upon something that will be useful to the client. In fact, just having someone to listen to them, support them, take them seriously, and ask them quesiotns will be, for most, a healing and generative process. They will get a lot from that and will be grateful. But that’s a pretty sloppy way to do “Coaching“ and is not the way the Meta-Coaching System presents Coaching.
Think about the 18-questions as a checklist to quality control the person’s outcome. Ask the questions sequentially and ask all of them unless something indicates that a question is not needed. Think also about getting through the 18-questions in ten to twelve minutes. To supplement your thinking, think in terms of the five basic kinds of coaching conversations. Is this about clarity, decision, planning, experiencing, or change? That will help you get the subject.
Now in terms of strategy, think about the subject right from the beginning. Frame the coaching as a very unique conversation that’s going to have significant consequences for the person.
“As coaching is designed to be life-changing, what do you want to be achieve that will make a big difference in your life when you step out of the coaching chair? What change do you want to experience? How will you be different?”
As you ask this and listen, think in terms of the five basic coaching conversations. The basic Meta-Coaching System strategy is diagnosis first, intervention afterwards. Use the 18-questions for the diagnosis— for high quality information gathering. Adopt a healthy skepticism about the information you receive so that you work that information over with the refining questions (exploration and clarity checks to open things up and then testing and checking to close things down).
Clients who are clear about what they want will be explicit and specific from the beginning and in that situation, you can get through the 18-questions in five minutes. Clients who are not clear about what they want, or what’s stopping them from experiencing a fuller and richer life, have to be pushed and challenged as you go through the questions. They need that. They actually want that. They need someone who will wrestle with them to gain the needed clarity. When that becomes obvious to you, and you’re a bit hesitant, frame your side of the conversation as “playing devil’s advocate.”
“So that I can serve you well, and you can get what you really want and need, I’ll play devil’s advocate and challenge what you’re saying so that we can flush out what’s behind the things you’re saying. Are you in the right state to have that kind of dialogue?”
Now you can do some reality testing and some challenging as you dialogue with your client. Now also you can grab things and make guesses, ask for feedback. You can also make proposals.
“Sounds like we could focus on getting your criteria clear and after that check out the decision to change jobs; how does that sound? Would that be worth your time, effort, and money if we spent the session doing that?”
Doing this will be especially important with people who think in very global and abstract terms. They need that kind of direction and specificity from you. Information gathering enables you to start with a basic diagnosis and from there you can move on to intervention. To intervene before you are clear about the situation, the goal, the blocks, etc. It is to give medicine without a diagnosis. That’s not a very wise, let alone ecological, choice.
The intervention part is typically the easy part. The work of an effective Meta-Coach lies in cutting through the noise, distractions, and mis-diagnosis to identifying and defining the real issue. When you do that, the work is 90% done. Remember: Diagnosis first, intervention second. Finish the 18-questions, then you will know what to do.
Meta-Coaching（中文名称：“大成教练”）是一个国际专业的教练培训认证体系，由美国认知行为学博士麦可·霍尔博士（L.Michael Hall Ph.D）于2001年创立。
Meta-Coaching (大成教练)，是超越传统教练，将你带到更高层次，使你的体验更深远、更启发，具有革新意义的教练模式，这也是“meta”这个词的来源。
Meta-Coaching由ISNS（身心语义学）的创始人、NLP最初的研发者之一Michael Hall博士独创的一套系统化的教练培训课程，以高标准和高专业度而著称。
认证过程严谨，含金量极高，在业界享有很高的声誉，在全球超过45个国家共讲授了100多届
大成教练整合了认知行为学领域的最佳成果，这些领域包括了身心语义学（Neuro Semantics）、神经语言程式学（NLP）、自我实现心理学（Self-Actualization Psychology）、发展心理学（Developmental Psychology）以及教练技术（Coaching）。
大成教练不仅仅只是教练技术（Coaching），而是更高层次的教练。因为它专注于识别、发现和有效地处理一个人的内在过程、结构、思维模式、框架和信念等等。
2009年，导师Mandy Chai将“大成教练” 带到中国大陆，从此她陪伴老麦每年来到国内，至今已是第十二个年头。
大成教练训练系统为致力于获取丰富的人际关系和巨大成功的专业教练、组织或者个人提供现今世界上最尖端的教练技术。
不会成长的目标
GOALS THAT DON’T DEVELOP
在教练中可能会出错的事情恰好是这一个：客户的目标不会成长。很明显，你从这个问题开始，「你想要什么？」，接着你用意向力问题来补充这个问题:「为什么这对你来说很重要？」事实上，你重复这个问题五次或更多，以确保提出的目标确实是一个真正的目标、一个重要的目标、一个与他生活有关的目标，一个与他价值观有关的目标。
然而……正如你所知道的，通常目标是小而自私的目标，对他生活的影响没什么差别。这时候，身为教练，你处于选择点。「我应该继续客户提出的这个目标，还是应该挑战他去得到真正重要的东西？」这里没有「正确」答案。对于某些不太相信的客户，他们可能要你先接受所提出的目标，而不要太多的质疑，这样他们先学会信任你并进入教练的体验。
然而，对于其他客户来说，直接着手他们先提出的目标，可能代表你不太相信他们，认为你可以接受他们没有大的野心，以及你不太在乎去挑战他们。这就是我为ACMC培训（培训大成教练们）的条件。我期待你利用练习节来提出你的目标，而且是足够大与重要的目标，让教练有真的东西可以操作。如果不这样做，那么真正的问题又来了：「身为教练的你，是否可被教练？」如果学员教练给的只是小小的目标，我们就无法判断他真的是不是一个自我实现的人，原意走出自己的舒适区。
这是一个点，但也是另外一个。健康的目标会成长。当你朝向一个重要的目标时，它会变大、进化与熟成一个更加重要的目标。客户通常从一个外在目标开始，减肥，开始锻炼，学习一项新技能等等。然后，在教练过程中，这个人开始成长和改变，当他们改变的时候，他们的目标也会改变。从一开始的短浅自私的目标，变成了实现更高尚的目标。
客户通常进入教练节的时候，并没有想要达成一些崇高的目标，但在过程中，他们却得到了一个愿景。他们开始思考生活的更高、更多的崇高理由。他们的目标从外在目标转向内在目标，存在与成为的目标、如何由内而外生活的目标。他们现在要的是更多的韧性、更多的爱、更多的贡献、更多的耐心等等。
这就是我第一次设定财务目标时发生的事情。起初，它只是关于钱。这只是关于增加收入。后来，我的财务目标扩大到包括预算、储蓄、投资和后期被动收入等。后来，我的目标从金钱演变为创造价值、看到机会、抓住机会、成为一个内心富有的人：富有想法、时间、关系、健康、快乐等等。我从外在目标演变成一些自我实现的目标，关于存在与成为的目标。
我再次问：「客户的目标是否在成长中？那些目标是否逐渐成为自我实现的目标？它们是否让客户的生活变得更加自我实现？」当客户的目标在成长时，他会越来越朝向生成目标。他们的目标变得更「成为」（becoming）而不是专注于为生活的各种烦恼找解决方案或补救措施。现在他们的目标变成：
如果这是另外一件可能会出错的事情，现在你知道有这个可能，因此身为教练，你知道可以怎么做了。
Here’s something else that could go wrong in coaching and this happens to be a subtle one— your client’s goals don’t develop. Obvious you begin with the question, “What do you want?” and you supplement that question with the intentionality question, “Why is that important to you?” In fact, you repeat that question five times or more to make sure that the goal presented is indeed a real goal, an important goal, a goal that is relevant to the person’s life, and a goal that’s connected to her values.
And yet … as you well know, often the goals are small selfish goals that won’t really make that much of a difference in the person’s life. At that point you, as the coach, are at a choice point. “Should I go with this goal that my client has presented or should I challenge him to get something really significant?” There is no one “right” answer to that. For some clients who are not very trusting, they may need you to first accept what they offer without much questioning so that they learn to trust you and enter into the experience of coaching.
Yet for other clients, to go with the goals they first present, could very well be a sign that you don’t believe in them very much, that you are okay with them thinking small, and that you don’t care enough to challenge them. That’s the condition I have set for ACMC training— for training Meta-Coaches. We expect that you use the practice sessions to present your goals and to make them big enough and significant enough to give the coach something real to work with. If you don’t, and a really important question arises again, “Are you, as a coach, coachable?” If a coach-to-be only gives minor little goals, we cannot tell if that person is actually a self-actualizing person willing to stretch out of his comfort zone or not.
That’s one point and yet this is another one. Healthy goals develop. As you are reaching forward to a significant goal, it will expand, evolve, develop, and become a much more significant goal. Clients normally start with an outer goal— lose weight, begin exercising, learn a new skill, etc. Then, within the coaching process itself, the person begins to grow and change and as they change, so do their goals. What started off as a shortsighted little selfish goal develops into a goal for achieving something much more noble.
How often it is that a client enters coaching and has no intention of achieving some noble purpose, but in the process they catch a vision. They begin to think of higher and more noble reasons for living. Their goals change from outer goals to inner goals— goals of being and becoming, goals for how they live their lives from the inside-out. Now they want to be more resilient, more loving, more contributing, more patient, etc.
That’s what happened to me when I first set a financial goal. At first it was just about money. It was just about increasing income. Later, my financial goals expanded to include budgeting, saving, investing, and later passive income, etc. Later the goals evolved from money to creating value, to seeing opportunities, to seizing opportunities, to becoming a wealthy person within myself— wealthy in ideas, time, relationships, health, joy, etc. What started out as an external goal evolved into some self-actualization goals, goals about being and becoming.
So again, I ask: Are your client’s goals developing? Are they becoming self-actualization goals? Are they moving your client to living more of a self-actualizing life? When your client’s goals develop, the person moves more and more into generative goals. Instead of focusing on fixing problems and finding remedies for various hassles of life— the goals become about becoming. They become about becoming the very best version of the person. Now they have goals like:
If that is yet another thing that could go wrong, now you have a heads-up and an idea of what you can do as a Meta-Coach.
透过亲和建立解决方案
Solution Building via Rapport
当你与客户共同创建解决方案时，你开发了一种独特的对话方式 – 以交互式解决方案为重点的对话。我们称之为「教练」。要真正专注于解决方案，你必须采用一种独特的思维方式。由于你不是顾问或教师，所以你的职责不是找出解决方案并将其交给客户。相反，你的工作要困难得多。这是前提2所建议的：解决方案最好是在客户感到安全、信任和有价值的时候构建。
挑战在于与客户共同创造。要做到这一点，你必须与客户建立亲和的关系，促进客户的内在力量，并使客户能够与你合作。一旦你这样做了，你就必须进入那个人的矩阵，这样你才能发现那个人是如何思考、如何评价、如何过滤（处事模式）、如何改变的。毕竟，你不是那个需要解决方案的人。你不是那个应用解决方案的人。因此，如果解决方案对那个人有效，它必须是适合那个人和她的情况。由于这个原因，解决方案将是独特定制的，这样它才有意义，并适合客户的上场景。
亲和关系是首要的也是最重要，还有一个原因。亲和关系使客户能够与你合作。对于这一点，从你开始。你从与客户合作开始 – 匹配身体、匹配词语、匹配信念、理解等等。你确认、你认可、你赞美。透过所有这些方式，你传达了你支持客户的信息。然后，出于安全和信任的氛围，客户允许自己与你合作。
这不是有趣的吗？客户来找你，想要你的帮助、付你钱、投入时间和精力，然后有所保留。有些人还会积极抵抗！究竟为什么会有人那样做呢？通常是因为没有足够的亲和关系，对方在试探你，看你是否真的在为他着想。有时候，抗拒是一个人在这个世界上的运作方式 – 他的处事模式。他错配。这只是他的思维方式。有时，一个人在性情的意志坚强，不知道如何顺从。
不管原因是什么，教练和客户之间的推力和拉力，来回力道（也被贴上「阻力」的标签）阻碍了一起共创解决方案。在这种情况下，你提出问题，客户却不回答。有时客户可能会转移你的注意力到问题和抱怨上。有时客户可能会将注意力转移到愿望、希望、欲望，而不是目标上。
大成教练： 你的目标是什么？
客户： 我厌倦拖延。我只是觉得我在浪费生命。有时我很沮丧，有时我很生气……我不知道该怎么办。
大成教练： 那你想对这件事做出什么改变呢？
客户： 我妻子也对我的拖延症有意见。我想做得更好，我做到了。但在我下定决心之后，事情并没有好转。
大成教练： 当我们完成教练后，你想怎样做而不是拖延？
在所有这些回应中，客户机实际上都在合作。问题是他没有以我们通常希望的方式合作，也没有以一种看似合作的方式。它甚至看起来像是抗拒或分散注意力。然而，把它框定为「抗拒」是没有效率的，反而会让你工作更困难。而是假设这是他合作的方式。当你这么做的时候，你会发现他告诉了你很多关于他自己的事情，他是如何运作的、他是如何思考的以及他生活的矩阵。你如何采取第一步与这样的客户共同创建解决方案？确认你所听到的，然后给予肯定或赞美。
确认： 我听你说你已经厌倦了拖延。这种拖延让你觉得你在浪费生命。它有时会让你沮丧，有时会让你生气。
赞美： 我很赏识你已经意识到拖延是如何破坏你最高和最好的，以及你开始采取第一步来对付它的。
带领： 所以我猜你已经准备好放弃拖延来采取有效的行动了，对吗？
透过这种方式的确认和赞美，你正在建立亲和关系，并建立起一种支持的关系。这时候，你提出解决方案取向的问题将更像是邀请与客户共同创建。
解决方案取向的问题：当你不再拖延、不再浪费生命、不再沮丧、不再愤怒时，你会做什么？做了那些，你会有什么感受？
如果你已经准备好成为一名解决方案取向的大成教练，那么就从亲和开始吧，当你完全进入客户的世界时，要保持一种深度的亲和感。接纳与欣赏客户为教练节所带来的一切，并开始共同创造解决方案。
Solution Building via Rapport
When you co-create solutions with your client, you develop an unique way of conversing— an interactive solution focused dialogue. We call that conversation— “coaching.” To be truly solution focused in your coaching, you have to adopt an unique way of thinking. Since you are not a consultant or a teacher, it is not your role to figure out the solution and hand it to your client. Instead you have a much tougher job. This is what premise #2 suggests: Solutions are best built when the client feels safe, trusted, and valued.
The challenge is to co-create with your client. And to do that, you have to gain rapport, facilitate your client’s inner powers, and enable your client to work together with you collaboratively. Once you do that you have to enter into that person’s matrix— so that you can discover how that person thinks, values, filters (meta-programs), and changes. After all, you are not the one who needs the solution. And you are not the one who will be applying the solution. So if the solution will work for that person, it has to fit for that person and her situation. It is for this reason that the solution will be uniquely customized so that it makes sense (meaningful) and fits your client’s context.
Rapport is first and foremost for yet another reason. Rapport enables the client to cooperate with you. For this, you go first. You start by cooperating with your client— matching physiology, matching words, matching beliefs, understandings, etc. You acknowledge, your validate, you compliment. In all of these ways, you communicate that you are there for your client. Then, out of that safety and atmosphere of trust, the client allows himself to cooperate with you.
Isn’t that funny? A client comes to you, wants your help, pays you money, invests time and energy and then holds back. Some will actively resist! Why in the world would someone do that? Usually it’s because there’s not enough rapport and the person is testing you to see if you are really there on his behalf or not. Sometimes the resistance is the person’s way of operating in the world— her meta-program. She mismatches. It’s just his way of thinking. Sometimes the person is strongwill in temperament and does not know how to be compliant.
Whatever the reason— the push-and-tug, the back-and-forth between coach and client (what is labeled as “resistance”) prevents a mutual collaborative co-creating of solutions. In these instances, you ask questions and the client doesn’t answer them. Sometimes the client may distract you to problems and complaints. Sometimes the client may distract to wishes, hopes, desires, but not goals.
Meta-Coach: What is your goal?
Client: I am so sick of procrastinating. I just feel like I’m wasting my life. Sometimes I get depressed and sometimes I get so angry … I don’t know what to do.
MC: So what would you like to change about that?
C: My wife is also on my case about procrastinating. And I want to do better, I do. But after I make a resolution, things don’t get better.
MC: When we finish the coaching, how would you like to be acting instead of procrastination?
In all of these responses, the client is actually cooperating. The problem is that he is not cooperating in the way we typically want cooperation and not in a way that seems like cooperating. It may even seem like resisting or distracting. Yet framing it as “resistance” is not productive and actually makes your work harder. Instead assume that this is his way of cooperating. When you do then you’ll discover that he is telling you a lot about himself, how he operates, how he thinks, and the matrix he lives within. How do you take the first step with such a client to co-create a solution? Acknowledge what you hear and then give either a validation or a compliment.
Acknowledgment: What I have heard you say is that you are so sick of procrastinating. That procrastination makes you feel like you’re wasting your life. And that it sometimes leads you to get depressed and sometimes to get angry.
Compliment: I’m impressed at how aware you have become about how procrastination undermines your highest and best and how you have begin taking the first steps to deal with it.
Leading: So I’m guessing you are ready to give up procrastinating for taking effective action, is that right?
By acknowledging and complimenting in this way, you are creating rapport and building up a supportive relationship. Now your solution focused questions will be more like to invite a co-creation with your client.
Solution focused questions: When you’re not procrastinating and not wasting your life and no longer depressed or angry, what will you be doing and how will that enable you to feel?
If you’re ready to become a solution focused Meta-Coach— start with rapport, deep rapport as you enter fully into your client’s world. Accept and appreciate whatever your client brings to the session and begin to co-develop the solution.
