24 August 2021
Dana Lefeuvre |
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Tuesday, 24 August 2021 |
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8:00pm - 9:45pm |
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Zoom |
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Free for ICF Malaysia Members USD15 for Non ICF Malaysia Members |
What are your thoughts regarding MCC accreditation? What benefits would be adopting a MCC posture bring to you and your clients? How might you adapt your current approach to develop this posture?
Many coaches see the MCC accreditation as the Holy Grail to achieve on their coaching journey. They know they must have at least 2,500 hours of coaching, 200 hours of core competency continued education credits (CCEU’s),10 hours of mentor coaching, and 2 recordings. But is that all there is to it? What does it really take to achieve the MCC level of coaching?
During this session, we will exchange around commonly held beliefs as to what it takes to achieve the MCC level of accreditation and what it can mean for you to grow into the required posture.
In this interactive session, we will exchange around deeper methods of contracting, full presence, demonstrations of trust and what it means to be truly actively listening.
Then we will look at where you believe you are now and in what areas you need to grow most in order to achieve the required frame of mind.
Your Learning:
In addition to a consolidation of the core competencies and expectations for MCC coaching, intended takeaways include:
Core Competencies |
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1.50 |
Dana Lefeuvre is an MCC ICF accredited Executive & Team coach working at the intersection of Leadership Coaching & Cultural Consulting. With over 32 years of experience working in and with multicultural teams, she helps senior executives and multicultural teams adapt to, rapidly integrate and co-create new work environments. Values and Vision are at the heart of her work. She coaches, designs and delivers workshops in English and French. Having been based in the Americas, Europe, Southeast Asia, and Angola, she also speaks some Bahasa, Portuguese and Spanish.
Prior to coaching, Dana held line management roles in heavy industry, finance, strategic development consulting and the public sector.
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