• What is coaching?
• Why would I need coaching?
• What are the benefits?
• Why should my organisation pay for our expatriate employees and their families to be coached?
• Why should my organisation spend money on coaching the spouse and family?
• How do you coach? What style do you use?
• Values

“If we would only give, just once, the same amount of reflection to what we want to get out of life, that we give to the question of what to do with a two week vacation, we would be startled at our false standards and the aimless procession of our days”

Dorothy Canfield Fisher, educationalist, social activist, writer

A collaborative and non-directive form of self--development, usually in a conversational format between coach and coachee, used in work or private life, that transports an individual to create change or move forward. It aids self awareness, emotional management and practical skill learning.

Perhaps one of the following questions may prompt an answer for you?

• What are your current frustrations and/or challenges?
• What would you like to change in your life?
• What decisions in your life/work do you need to make? How difficult are you finding this?
• Do you have someone that you can really talk with who is non-judgemental of your thoughts or actions?
• Do you have someone who is independent of your situation, who will fully listen to you, offer postive regard in a safe learning environment?
• What would you need to achieve in 3 months to know hiring a coach was a great decision?

The CIPD Training and Development Report 2004 provides a list of benefits to the individual and for the organisation which can build the case for using coaching. Some of these benefits pertinent in Expatriate Coaching are: Individuals Learn to solve own problems Have better relationship with colleagues Have greater confidence Become more effective, assertive in dealing with people Develop greater adaptability to change Employees Improve productivity, quality, customer service and shareholder value Can gain employee commitment and satisfaction, which can lead to improved retention Support employees who have been promoted (or transferred) to cope with new responsibilities Help employees to sort out personal issue that might otherwise affect performance at work From a personal and expatriate perspective, Nicola adds to these, the benefits of time to think in a safe, non invasive environment, to discuss openly issues affecting your life, to feel that "you matter" (Nancy Kline - Time to Think 1999)

Most expatriate assignments result due to the matching of a business need in an international arena and an employee with either specialist knowledge and/or the drive to develop their career.

“If an employee wants to reach the top… It is good to have worked and lived outside your familiar area and comfort zone. It helps prepare the employee for more responsibility…...to be open to new impressions and ways of working”

Frans van der Minne, Heineken International's Director Group HR

Organisations invest heavily in an expatriate assignment, in the region of 3 times normal salary per annum, yet it appears from my research often fail to gain full, if any, return on their investment (ROI). The use of coaching in the normal business context is presenting evidence that return on investment in coaching can be far reaching and more than cost effective (CIPD 2004 report as above). Therefore with such high amounts invested in expatriate assignments and the need for a project to succeed it is clear coaching can be additional "soft" support the employee, benefit the project and organisation, contribute to the success for all parties and the ensure return to the business of an invested, valued, knowledgeable and engaged employee.

"Individuals who have received coaching feel invested in and ultimately are more productive and quicker to settle into assignment and therefore consistently seen to be more successful – coaches help professionals unlock their potential talents and dedicate their time and energy to achieving objectives”

Christine Christian, ComPsych, quoted in ExpaticaHR.com article.

Good financial and personnel management are indicated in the use of coaching to potentialise the successful completion of the assignment and non-attrition of the expatriate employee.

There are many reports on expatriates that indicate nearly half of assignments fail, resulting in a lack of success and return on investment (ROI) for all. The most common reason for assignment failure is partner dissatisfaction (Global Relocation Trends Survey 2000)

“the best way to make sure that a transfer is successful is to do all you can to make your employees - and their families – happy… Any employee who brings his/her family needs extensive assistance, because no matter how well the job is going, if the family can’t make it work, the employee won’t either”

Oscar Cardona VP HR EMEA NIKE – a US expatriate working in The Netherlands quoted in Global Connections magazine

Ultimately investing in coaching for a spouse and/ or family is good business sense.

“I coach using a “toolbox” of diagnostic tools, psychological, therapeutic and coaching skills and techniques. These are used within a framework of positive regard, listening, reflecting back and where necessary challenging.

I look to establish base-line issues and facts as this is reviewed later to quantify the development and change the coachee makes during our work. I strongly encourage journaling. It helps to express thoughts during a change process and as an expatriate I have found reading and reflecting on my journals often provides me with memories and records of my life as an expatriate. Positive psychology and language (NLP) are also keystones of my work.” says Nicola

“My values as a coach and individual are integrity, honesty, trust, belief in yourself and finding fun in life.

I see my coaching practice as two metaphors: that of an experienced traveller and a freedom fighter. These images came out from my studies. Charles Handy, the business thinker, writes in The Hungry Spirit (1997) a number of propositions for educating future generations to take responsibility for their lives. One of these is “life is a journey, which starts at home” and he discusses using an experienced traveller to advise and help. During my work with a coachee I will where possible suggest support networks and further resources within the expatriate environment.

The second more extreme metaphor was suggested by Joseph O’Connor, a world known NLP expert and coach and himself an expatriate living in Brazil (he told me he misses Marmite and Cadbury’s). He writes in Coaching with NLP (2004) that coaching is partially being a freedom fighter against habit. That it releases the coachee from unsatisfying and unpleasant circumstances and opens out new choices and possibilities. The need for a sense of freedom is a common theme in coaching expatriates.

I believe passionately that expatriates have the answers within themselves and the resources to enable them to achieve what they want and that it is through coaching and self reflection this can be achieved.”