Seite - 25 - in Coaching im digitalen Wandel

The challenges of coaching and mentoring 25 in the models or process levels. Add in unaccredited coaches and the size of the problem grows substantially. The good news here is that the upcoming competition from AIs can be a great stimulus for professional development. The various professional bodies – par- ticularly those in the Global Coaching and Mentoring Alliance – have a major role to play in supporting this transition, which is well in line with their joint and several objectives to raise professional standards. However, the flipside is that the emphasis on membership, which has in some cases focused on num- bers (a sensible strategy when they can do so much more with critical mass), has to shift towards a focus on quality. Managing that balance will be a challenge! Coach and mentor training organisations will also face a challenge. Those, whose focus has been ushering new coaches into coaching may either have to seek new markets or shift towards helping competent coaches reach higher lev- els of maturity. Many providers are manifestly a long way from meeting this challenge. Therefore, a growing role for professional bodies is likely to be rais- ing the standard of coach trainers. Supervision will also provide a differentiator from Ellie and her like. No one has (yet, to my knowledge) come up with a practical way to provide supervision for an AI, although it is possible to envisage an AI supervisor working with AI coaches (Lewis & Clutterbuck, 2019). As coaches, we can either bury our heads in the sand and hope AIs like Ellie – and they will rapidly become more and more sophisticated – will go away. Or we can embrace the changes and start to plan how we will work alongside these avatars, shaping how they interact with clients and directing clients towards AIs for the tasks AIs are good at, while we concentrate on the more interesting and challenging coaching roles. I can, for example, see great potential in partnering with an AI in team coaching, where the AI can monitor the emotional dynam- ics of the team, informing me when a collective shift (positive or negative) is emerging. If Ellie and I cannot be friends, we can at least be allies! If coaches are to benefit from the rise of AI, then they will need to embrace the new technology and integrate it in their practice. But what does that mean? The coach-AI partnership fulfils several functions: Ȥ It provides real-time information about what is going on in the conversa- tion, in the client and in the coach Ȥ It allows instant access to other sources of relevant and potentially relevant information – for example, if the coach refers to a model or concept, the AI can retrieve a diagram and plain language explanation Ȥ The AI can suggest questions and lines of enquiry (meaning that you as the coach have to spend less time thinking about what you are going to ask next) Open-Access-Publikation im Sinne der CC-Lizenz BY-NC-ND 4.0