Discovering CFI’s greatness
The CFI Team
Founded in May 2006, CFI has been attempting to build an integrated education, certification and consulting institution for Executive Coaching. Given the nascent stage of the coaching profession and our own status as pioneers, our journey has been filled with discovery, learning and change. Four years down the road, we feel it is important to pause and look back at the journey we have made, the successes we have experienced and then look forward to the future that lies ahead.
To this end, a core team at CFI has engaged in lively conversations with over 50 members and associates of CFI. These conversations helped us discover our greatness, distinctiveness and also the high expectations that our members have of us. We are pleased to share with you the essence of this discovery process.
What attracted people to CFI Organizational leadership coaches
Diversity and depth are two recurring themes that emerged when we asked people ‘Why CFI?’ Most of the people we spoke to acknowledged the fact that the founders of CFI, the Governing Board as well as its honorary fellows collectively represented great diversity in terms of their backgrounds and therefore, were able to bring a holistic perspective to coaching with a combination of business capabilities, HR capabilities, and human psychology capabilities, Job HR Initiatives, Leadership coaching articles. The founding team was able to build the institution holistically. Similarly, the depth of the know - how and competence in the institution were also considered as a source of credibility.
The value that CFI has delivered
For most respondents, their association with CFI is through the CEOCAP - an eight month rigorous accreditation program to create CEO Coaches. All respondents were unanimous in their view that this was a very premium program and compared with the very best in the world. The program was considered premium for several reasons, foremost being the rigour of the program. CFI’s care in admitting the right people in to the program and insistence on ensuring strict adherence to the accreditation requirements was greatly appreciated. CFI’s strong focus on skills and emphasis on being psychologically minded also made the program premium. Most importantly, the high touch approach adopted by CFI in terms of classroom inputs, face-to-face guide interactions, peer support, conference calls and the VIVA gave participants the comfort of being able to reach out to get expert help in their journey to becoming coaches. Most importantly, respondents found CFI easy to do business with because it was open, transparent and flexible. CFI’s decision to build institutions as a community has helped its members stay connected. Its maiden effort of opening a chapter in Bangalore was greatly welcomed. Members expect chapters to be opened in other cities very soon.
The future of coaching
Many of the respondents who had participated in our CEOCAP saw coaching as a very integral part of their professional service offering. In that sense, coaching was very important and dear to them. All respondents were convinced that coaching would play a very central role in developing leaders in India.
Expectations from CFI
The expectations from CFI were many – for one, respondents wanted CFI to play an active role in establishing and upholding professional standards. They also wanted CFI to focus on developing IP that is India centric. Needless to say, they expected CFI to become a lot more visible across the country and through that, enhance the opportunities for its members to make meaningful contributions to their clients through high quality coaching engagements.
These conversations have helped us discover our greatness and also become mindful about the huge agenda ahead of us.
The CFI Team
Founded in May 2006, CFI has been attempting to build an integrated education, certification and consulting institution for Executive Coaching. Given the nascent stage of the coaching profession and our own status as pioneers, our journey has been filled with discovery, learning and change. Four years down the road, we feel it is important to pause and look back at the journey we have made, the successes we have experienced and then look forward to the future that lies ahead.
To this end, a core team at CFI has engaged in lively conversations with over 50 members and associates of CFI. These conversations helped us discover our greatness, distinctiveness and also the high expectations that our members have of us. We are pleased to share with you the essence of this discovery process.
What attracted people to CFI Organizational leadership coaches
Diversity and depth are two recurring themes that emerged when we asked people ‘Why CFI?’ Most of the people we spoke to acknowledged the fact that the founders of CFI, the Governing Board as well as its honorary fellows collectively represented great diversity in terms of their backgrounds and therefore, were able to bring a holistic perspective to coaching with a combination of business capabilities, HR capabilities, and human psychology capabilities, Job HR Initiatives, Leadership coaching articles. The founding team was able to build the institution holistically. Similarly, the depth of the know - how and competence in the institution were also considered as a source of credibility.
The value that CFI has delivered
For most respondents, their association with CFI is through the CEOCAP - an eight month rigorous accreditation program to create CEO Coaches. All respondents were unanimous in their view that this was a very premium program and compared with the very best in the world. The program was considered premium for several reasons, foremost being the rigour of the program. CFI’s care in admitting the right people in to the program and insistence on ensuring strict adherence to the accreditation requirements was greatly appreciated. CFI’s strong focus on skills and emphasis on being psychologically minded also made the program premium. Most importantly, the high touch approach adopted by CFI in terms of classroom inputs, face-to-face guide interactions, peer support, conference calls and the VIVA gave participants the comfort of being able to reach out to get expert help in their journey to becoming coaches. Most importantly, respondents found CFI easy to do business with because it was open, transparent and flexible. CFI’s decision to build institutions as a community has helped its members stay connected. Its maiden effort of opening a chapter in Bangalore was greatly welcomed. Members expect chapters to be opened in other cities very soon.
The future of coaching
Many of the respondents who had participated in our CEOCAP saw coaching as a very integral part of their professional service offering. In that sense, coaching was very important and dear to them. All respondents were convinced that coaching would play a very central role in developing leaders in India.
Expectations from CFI
The expectations from CFI were many – for one, respondents wanted CFI to play an active role in establishing and upholding professional standards. They also wanted CFI to focus on developing IP that is India centric. Needless to say, they expected CFI to become a lot more visible across the country and through that, enhance the opportunities for its members to make meaningful contributions to their clients through high quality coaching engagements.
These conversations have helped us discover our greatness and also become mindful about the huge agenda ahead of us.
