Coaching To Impact #1 (Sep 2021)

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EDITOR-IN-CHIEF Ismail Said EDITOR Diana Marie Capel

CONTENT CONTRIBUTORS Mai Sumiyati Ishak Helena Ului Maureen Jono Noor Salmi binti Hussaini ICF Malaysia Charter Chapter IAC International Association of Coaching


GRAPHIC DESIGNERS Awang Ismail bin Awang Hambali Abdul Rani bin Haji Adenan


tio Associa tional® Interna hing Of Coac

















From the

Editorial Desk

Coaching to BY ISMAIL SAID


The edge of “Coaching Anytime Anywhere’’

The Impact of Coaching

Coaching has emerged to be a big global business as the most sought after professional development methods of corporate leaders. Previously considered a luxury only reserved for C-suite leaders, now leadership coaching has been seen as a required leadership intervention for corporations to succeed. This is evidenced by the increase in the coaching market size, in the number of companies adopting coaching as leadership development method, professionally credentialed coaches, and coaching researches.

So what is the big deal about coaching? Is it an art, a science, or it is that and more? Does it work? In this VUCA world, when the world is destructible in just a few seconds, leaders are expected to go beyond receiving and responding to changes - to able to proactively prepare the state civil services, in that there is organisational intelligence, capability and resilience to lead the way forward, whilst manoeuvring through such tumultuous of unexpected, disruptive changes. This requires cognitive, emotional and action readiness in our leaders – the strategic preparedness and agility to handle the situation at hand and still prevail. The whole process of coaching provides both science and arts for the required leadership agility, as it nurtures clarity in thinking, the ability to reflect far and deep, and the daringness to think far, think different, think strategic and think pragmatic. Above all, coaching process also evokes new awareness in a person, that opens up more avenues for personal growth, thus increases personal resilience.

25 to 40 percent of Fortune 500 companies use executive coaches. Hay Group further detailed out that 69% of companies listed in its ‘’Top 20 Best Companies for Leadership’’ harnessed its leadership capability from mentoring and coaching (Businesswire, 2014). Beyond just benefiting from executive coaches, companies that made coaching culture its leadership practice have reported revenues above their industry peer group (Human Capital Institute, 2016).

The thorough impact of coaching and coaching culture is summed by the Human Capital Institute (2016), in a study on 900 human resources (HR), learning and development (L&D), and talent management (TM) professionals, leaders and managers; • Organisations with a strong coaching culture report recent revenue above their industry peer group • 36% reported improved leadership development: wise, agile and innovative leaders who develop organisational intelligence, capability and resilience to lead the way forward in the abruptly changing leadership context and eco-system • 45% reported improved employee relations; 56% reported improved employee engagement • 57% reported team functioning • 51% reported improved productivity

Such an impression coaching has made in the world of business, has led to the hike in the demand for coaching services. Coaching market size world-wide has grown to a $20billion dollar business in 2020 and the number of ICFcredentialed professional coaches soared to 86,900 in 2020, from 53,300 in 2016 (ICF Global Coaching Study, 2020). 6.28 million profiles have registered as “coaches” on LinkedIn in 2020. Now that leadership coaching has taken the business world by the storm, scientific discoveries on effective coaching methodologies has become a necessity, especially to cater for the changing leadership contexts and eco-systems. In the world of research and development, coaching is expanding in depth and breath as a serious research. Peer-reviewed publications on ‘’executive coaching’’ in PsycINFO database has increased by 800% in 2017, from only 32 citations in 2020.

Impact of Coaching, Human Capital Institute (2016)

Opportunities and access to coaching is becoming more abundant with the emergence of the Industry Revolution 4.0 and internet technologies. Coaching will soon no longer an exclusive to some who could afford its luxury. Now one can access coaches one fancies from any corners of the world and benefits from coaching sessions anytime. Welcome to the edge of ‘’Coaching Anytime, Anywhere’’. Coaching is now a necessity, not a luxury. 4

What Makes Coaching Work?

SCS LEADERS BUILD LEADERS Making Coaching Impactful in Sarawak Civil Service

So what makes coaching work? International Coach Federation (ICF) defines coaching as ‘’partnering with clients in a thought-provoking and creative process that inspires. them to maximize their personal and professional potential. Coaching is a client-driven process’’. International Association of Coaching (IAC) adds on that coaching “a transformative process for personal and professional awareness, discovery and growth’’. In LISCS, we take coaching as “a positive thought provoking process that inspires client to greater awareness, discoveries and growth, eventually flourishing client to mindset, behaviour and performance transformation’’

SCS Leaders Build Leaders, the coaching flagship initiative for Sarawak Civil Service, is designed to develop leaders who create impact to the State, to drive the State to achieve worldclass prosperity by 2030; 1. Designing Leadership Coaching for all ranks of Sarawak Civil Service employees: 2. It is Coaching for everyone in the Sarawak State of civil service. By 2030, 100% of emerging leaders (everyone) would have been coached with competencies required for critical positions. The C-suite leaders, head of departments, emerging leaders, new onboarding employees and support group equally have access to leadership coaching, customised to the unique needs of their leadership roles. 3. Leadership coaching made in various forms, addressing SCS leadership eco-system; whether as a stand-alone, or embedded into other leadership development strategies. Since coaching is oftenly a one-on-one micro approach to the development of personal growth and leadership capacity that sustains performance after initial learning is done, it is best served hand-in-hand with other leadership development strategies. Coaching is introduced to employees in appropriate sequence in integration with training, mentoring and counselling. 4. Coaching Culture as part of the Leadership Development Strategies: Coaching conversations will be a regular performance management check-ins, moving away from the traditional twice a year performance management event. This would drive SCS workplace environment to a more emphatic leadership, where leaders connect better to employees, and have impactful influence on them. 5. Powerful Coach Training for Busy employees: SCS coach training seeks to comply to the requirements of the certifying bodies. By 2022, it aims at obtaining ICF accreditation and IAC licensing. Whilst the content is designed to fulfil the international standards, the training delivery is creatively arranged to accommodate our busy SCS employees. 6. Coaching Analytics, Success Measures and Impact Study: Coaching initiatives are designed with impact in mind. Coaching exercises are tied to success measures and coaching analytics – output and impact, individual and organisational, personal effectiveness and ROCI (return on coaching investment).

Perhaps the core of the coaching process that transforms a talent, can be described by the Pandalela story;

“Pandalela was born in the same ecosystem as her friends. What Pandalela did differently was that she recognised a powerful choice - to be a world-class swimmer. She reflected she would not be the world- champion swimmer if she still swims around the river near her home. She further supported that powerful choice by launching a series of impactful choices – living effective personal norms and personal culture that produce impactful behaviour that lead her to achieving her powerful aspiration.” The experiences of Pandalela and others who have benefitted from coaching can be further elaborated as follows: 1. Gaining clarity on personal potentials and work challenges; Coaching starts with a coach partnering with a client, using powerful questioning and effective listening, exploring client’s perspectives of the problem, allowing client to gain clarity of the resources client has in client-self – the potentials. 2. Goal-driven: As Steven Covey said it, ‘’Begin with the End in Mind’’. Clarity of the state of the problem brings about clear desired outcomes. Goals are derived from the desired outcomes, with input from superiors. 3. Customised approach to development and goal attainment: Employees come in unique individuals with unique sets of mindset, characters and performance challenges. Oneon-one coaching provides customised growth process to employees, addressing their unique pace, enable them to utilise their best potentials 4. Action and Solution Focused – Most leadership coaching models emphasise on pragmatic plan of action, and effective use of support and resources 5. Facilitates continuous learning, skill and competency development; Utilising coaching at an appropriate intervals, facilitates growth in employees, addressing Drunning and Kruger effect of one overlooking one’s necessity to continue building one’s competency.

All the above to be served via the Leadership Institute’s coaching mission of strengthening Sarawak civil service leadership via Leadership Coaching and Coaching Culture. References: 1. Businesswire (2014). Hay Group Identifies Best Companies for Leadership in Ninth Annual Study. 2. Building a Coaching Culture with Managers and Leaders (2016). Human Capital Institute. 3. ICF Global Coaching Study (2020). International Coach Federation. https://coachingfederation. org/research/global-coaching-study


Special Message

Grace Lee, PCC President of ICF Malaysia Charter Chapter (2020 – 2022)


Every Leader Needs A Coach - All Leaders Must Coach What is “coaching”? Like many other emerging disciplines, coaching is sometimes mistaken for, and interchanged with, the practices of mentoring, counselling, consulting or even therapy. As such, it is important that leaders understand these separate disciplines and master the art of coaching. This will not only empower them to achieve better results in their own leadership, and also improve the productivity and performance of others they are leading. International Coaching Federation (ICF) defines coaching as “partnering with clients (meaning the person who receives the coaching) in a thought-provoking and creative process that inspires them to maximize their personal and professional potential”. Coaching focuses on setting goals, creating outcomes, and managing personal change. In today’s workplace, organizations are boosting their engagement across stakeholders and enhancing development across all job scopes by offering coaching and coaching-skills training for managers and leaders. Why is coaching important in leadership development? Firstly, leaders are increasingly faced with complex challenges in the world today, even the most capable leader cannot keep up with all aspects of a rapidly changing environment such as what is currently being experienced globally. Secondly, leaders cannot and should not fix everything, nor can they solve all the problems in isolation. Therefore, ideas and solutions are often co-created with team members or through innovative and creative cross-functional think tanks. The process of co-creation enables leaders to learn and grow on the job. On the other hand, organisation efficiency will be compromised when solutions are solely provided by a lone leader or from within a silo. Thirdly, we are in an era that embraces a multi-generational workforce – Baby boomer, Generation X and the Millennials. Are you, as a leader, in-tune with the type of leadership needed, in this environment, while coaching others? Leaders build self-awareness and gain clarity on how their current leadership style and behaviour reflects upon the growth of those around them and in the creation of Next Generation (Future) Leaders. According to the 2020 ICF Global Coaching Study reported by PricewaterhouseCoopers, among the survey respondents in Asia who use coaching skills at work, 59% of them are managers/leaders whereby 41% are HR professionals. From a generational perspective, Generation X accounts for the majority (63%) of managers/leaders using coaching skills, followed by Millennials (25%). Leaders who coach have a better position in recognizing the unique strengths of a diverse workforce. Illustrating that embedding a coaching culture will strengthen engagement across stakeholders and will enhance cross-functional teamwork, which are critical to organisational performance. The study also indicates that 93% of the managers/leaders surveyed have received coach-specific training. The majority (79%) received training that was accredited/approved by a professional coaching organization. When asked about their future plans, 74% of the managers/leaders said they plan to enrol in additional coach-specific training in the next 12months. Coaching is no longer a nice-to-have leadership skill. Organisations are expanding the scope of their managers/leaders, using coaching skills to create better productivity, performance, and overall results (ROI). For an organisation to fully progress and excel, it’s not just leaders who need coaching provision. Leaders must subsequently practice the art of coaching others within the organisation, as part of their leadership responsibility, to establish growth, change and positive transformation. As Peter Drucker once said, “Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” Today, we know that it can be achieved through coaching. 7

Special Message International Association Of Coaching ®

Captain Dr Shan Moorthi (Retd) President, International Association of Coaching


Leaders embracing the coaching culture A way forward in these turbulent times The International Association of Coaching (IAC) has been at the forefront of global coaching development for 18 years, working to empower individuals, organisations and communities with new perspectives, personal insights and expanded new possibilities. Throughout the years, those we have had the honour to serve in sharing our knowledge and skills and our members themselves, have gained tremendously from this transformative process. The consensus is that coaching is a catalyst for positive, significant and tangible change on many levels. In recent times, organisations have been increasingly interested in exploring the coaching culture, particularly in developing leaders as coaches. Changing organisational needs and aspirations have made it necessary for us to review the role of leaders, especially during these turbulent times of the Covid-19 crisis. It is important to acknowledge that leadership roles need to evolve in order to address current challenges in effective ways. The issues we are facing today as a country dictate that we must now rely on leaders who are no longer directional but inspirational so that issues can be dealt with in the most resourceful, democratic and meaningful ways. They must become enablers of change that can drive transformative thinking across the board. They must allow the change to come from within, not from the top. This is what it means to truly embrace the coaching culture. I have always believed a successful leader is one who can inspire others to learn how to learn, think how to think and learn how to think. In other words, leaders who no longer cling on to the old command of ‘do as I say’! The coaching culture which promotes a coaching leadership introduces a holistic concept of leadership that puts its people in the driving seat, whilst its leaders continue to remain accessible as guiding hands and inspirational figures. Coaching leaders have the capacity to empower their charges to take ownership of the challenges at play so that those they lead will feel able to design a way out of the problems collaboratively. Indeed, there is nothing more powerful than seeing solutions emerging from this participatory style of working. Leaders using every available coaching tool of engagement to get their people work in this emancipative way can certainly help mobilise new ways of thinking and doing and bring fresh solutions to the table. As coaches, these leaders bring new insights that can nourish the workplace and society in inclusive and holistic ways that might never have been experienced before.


The Transformational Power of

EXECUTIVE COACHING Author: Haji Yasir Abdul Rahman PCC CSFC CBC(M)

In my years as Chief Executive Officer of a flagship organization within Malaysia’s National Oil Corporation - till today a source of pride as its only corporation in the prestigious Global Fortune 500 list - I found on many occasions that a coaching style of leadership is indeed rather special and very strategic.

Executive Coaching is defined as a form of organisational learning through one-to-one conversations that facilitates development of a leader

The intractable problems of today are compounded by decreasing organizational capabilities and capacities (not skills!) in the face of unprecedented rise of the constitutive complexities in operating environments

It is in dealing with complexity that Executive Coaching holds a unique and strategic value proposition for organizations. In essence, Executive Coaching is defined as a form of organisational learning through one-to-one conversations that facilitates development of a leader (British Psychological Society).

To keep up with the hectic pace and ever-increasing complexities of modern organizational life, it is a fact that leaders are still mostly trained to deliver aspirational visioning, impactful communications and apply ‘directive’ or prescriptive (‘let me tell or show you what to do’) behaviours. This further reinforced by the reward or recognition systems in place. As a result, long-term capabilities may - and probably will - continue to be sacrificed and promote more of the ‘driven’ leadership styles which are coercive (‘do it or else’) and pace-setting (‘if you can’t do it, I will take over’). Before long the morale, mental health and motivation of leadership teams and their organizations suffers.

In consonance with a core foundational value in ‘organisational learning’ its unique value proposition can be explained in two different, yet interpenetrating dimensions: (a) It is catalytic to all leadership styles: The coaching style of leadership was first identified as one of ‘6 leadership styles’ by Daniel Goleman in his HBR article Primal Leadership. From my over three decades experience of developing leaders it has become clear to me that coaching style of leadership is a constitutive element that makes ALL other styles of leadership more effective when included. (b) It is a key enabler of innovation: Executive coaching is anchored on empowerment that works by widening the awareness and perspectives of the client. When blind spots or limiting beliefs become visible via the coaching relationship, transformational changes can be unleashed. Whether in business, sports or life, the ability to become ‘more aware’ and open to see new possibilities is what fuels innovation, new realisation and empowered actions to proceed.

All the Gallup Surveys over the last decade have never failed to highlight the deepening scourge of employee disengagement at the workplace, even among the best run companies in the world. One wouldn’t be wrong to surmise that the intractable problems of today are compounded by decreasing organizational capabilities and capacities (not skills!) in the face of increasing, unprecedented complexities.

It is in this way that Executive Coaching transforms leaders.

Haji Yasir Abdul Rahman is the former CEO of Petronas Leadership Centre. He holds coaching credentials from the International Coach Federation, ICF (USA), CSFC-Global (Canada) and IDM Institute (Massachusetts, USA). 10


CAREER Haji Yasir led a highly successful career of >33 years with the national oil corporation, serving 12 years in MLNG and ABF in Bintulu before moving to Kuala Lumpur where he served in Carigali and Petronas Gas Bhd, culminating as Chief Executive Officer of the Petronas Leadership Centre from 2010-2014. As CEO he raised the performance, capabilities and profile of PLC both nationally and in the international arena, earning recognition as a benchmark Corporate University in South-East Asia (BCG, 2012) and receiving Gold Award from Global Corporate Universities Council in Paris in 2013. Most importantly he pioneered executive coaching as a critical leadership development component and introduced coaching into its mainstream learning curriculum. This led to PLC being a model in the region for coaching accreditation in collaboration with top coaching faculty from around the world.

Haji Yasir Abdul Rahman @ Bertram Joseph is a Sarawakian born and bred, who distinguished himself in the field of human capital at both national and international level. Driven by his passion, he is an Executive Coach holding several coaching credentials including the Professional Certified Coach (PCC) under the International Coach Federation (ICF) USA.

COACHING JOURNEY Haji Yasir began establishing his name in Executive Coaching in his CEO days, starting with pro bono hours he developed his own unique approach focusing on empowering his clients through self-awareness and leveraging developmental potential for sustainable change. His diverse range of clients come from all walks of life - CEOs, SME owners and Senior Civil Servants (JUSA) and others wanting to realize emergent opportunities and ‘pivot’ in these chaotic times.

BACKGROUND The second of five siblings, he was born on 25 December 1957 in Kuala Belait, Seria, Brunei Darussalam where his late father worked for Brunei Shell Petroleum (BSP) as Seismic Driller and then Air Traffic Controller at Shell’s Anduki Airport. His family later moved back to Miri and then to Mukah, hometown of his maternal grandmother - Bibi Francisca Rodway - where he spent most of his growing up years. He completed Sixth Form at Kolej Tun Datuk Tuanku Haji Bujang in 1976 and proceeded to Universiti Malaya to graduate with BA in Anthropology & Sociology in 1980. Subsequently he attended INSEAD’s post-graduate Certificate in International Management and then obtained his Master of Science in HRD from Universiti Teknologi Malaysia.

COACHING PHILOSOPHY In his own life’s journey he has had to break though many glass ceilings along the way. Based on his leadership experiences Haji Yasir believes that coaching is an indispensable leadership competency as never before in order to harness the collaborative intelligence of our talent pools. As we navigate toward a brighter future, it is essential that all efforts be made to “develop the coach in every leader” as a gateway capability to mold the next generation of high-performing leaders. Even helping one such leader to succeed will make a world of difference. This is a purpose that keeps him in the field of executive coaching.



How do you make important decisions in your portfolio?

How to WIDEN YOUR VIEW of the problem

Do you rely on policy and procedure, or do you go by your

You can never have all the information you need to make a

experience? Most decisions will be a mix of the two. But

properly informed decision. But looking at a problem from

there will be times when procedures aren’t enough, and

different angles does yield important insights. Here are some

the issue is beyond your experience. You can’t exercise

coaching questions you can ask yourself and others:

your authority in the usual way. Your instructions might

1. Instead of either/or, whether/or not, what other options are

lead to confusion or to the wrong decision. And who will be


to blame? This is when a coaching approach will be better

2. What is most important to me right now?

than a managerial one.

3. In what ways could my opinion be incorrect? 4. Who has solved this problem before (Google it)?

Coaching is a type of dialogue or conversation about the to a managerial conversation where you essentially know

How to INTERROGATE THE REALITY of the situation

what to do and you just need to tell others to do it. Coaching

Interrogating reality is considering all the different elements of

is a shared exploration of the problem. By asking questions

the problem that might be occurring, both inside and outside

rather than giving opinions you draw out the expertise of

of the frame of reference that you’re using. However, too much

your staff. This prevents you from jumping to conclusions

analysis can paralyse you from deciding. Ask yourself and

too early. And you create shared ownership of the problem

others these coaching questions:

and the solution. But how do you know what questions to

1. What would have to be true for each of these options to be

problem you and your department are facing. It’s different


the best possible choice? 2. What’s the biggest obstacle to this being the right decision?

In my research and practice as a leadership coach over the

3. What am I prepared to give up for this option to become a

past 20 years, I have developed a useful set of guidelines to


help leaders better manage doubt, dilemma, or disruption.

4. In what ways could this response fail?

The WISE framework is a way of using coaching questions to enhance your leadership style and effectiveness. It

How to SENSE THE FUTURE you want to create

covers four domains of problem exploration:

I make a distinction between intuition and sensing. They’re


not the same thing. Sensing is being deeply aware of what the

iden your view.

likely future might be and imagining that future. Intuition is a

nterrogate the reality of the situation.

1. In the current moment and looking forward to the next two

gut feeling. Here are four coaching questions to think about: to three years, what future do I want to create? 2. Where in my own being and in my environment, can I find

ense the future, which is different from gut feeling or intuition.

the seeds of the future now? 3. What is the essence of this issue? What is my deep knowing about this issue? 4. What might other people think or feel who are watching me

nact a way forward.

make this decision?


How to ENACT A WAY FORWARD without procrastinating This is what entrepreneurs do. They fail forward and fail fast. It’s only through taking action that you learn what works and what doesn’t. Most leaders would argue that it’s costly to fail forward and fail fast. However, contained prototyping is a proven approach to acting and finding out what works. Here are four coaching questions to enact a way forward: 1. What can I start doing now? 2. What is an appropriate threshold for me to act?

Peter J Webb

3. In what ways can I experiment or prototype these options? 4. What can I learn from this? The WISE framework will help you coach your staff members rather than manage them when it comes to tackling difficult decisions. And it will help you make wise rather than foolish decisions when you’re dealing with unforeseen or complex situations, such as a global pandemic for example!

Dr Peter J Webb is a Director of Human Capital Consulting, senior leadership coach, and organisational psychologist with 18 years’ experience designing and delivering organisation development and culture change initiatives for medium to large enterprises and government agencies across the Asia Pacific region. He is internationally recognised for his research and practice in helping leaders make wise decisions under conditions of disruption and complexity. Over the past 3 years as Director, Research and Curriculum for iCliff, Kuala Lumpur Malaysia he designed, managed and delivered executive education programs for senior executives and top teams across South East Asia.




What it is & Why important?

In his extensive experience as an executive coach, he has encountered clients buckle under the weight of pressures with

Globally, executive coaching has increasingly been adopted

increasing demands. Within a short duration of downtime &

(both in the public and private sectors) as one of the most

interruptions between intense cycles of “busy-ness,” managers

effective ways to develop high-potential leaders. It has

are often caught up in the process of doing and lose sight of

embedded as integral process of Leadership Development

what it means – impact & implications of their actions. He has

Strategy for grooming elite executives and talented-up-

met leaders who yearn to be more authentic and intentional

and-comers at IBM, Motorola, JP Morgan, Chase, Hewlett

about what they do and how they do it, whilst to be a part of

Packard. As psychiatrist Milton Erickson said, “Every person

a nurturing and inclusive workforce. This ‘longing’ constitutes

has latent talent not known to self.” Executive Coaches

the essence of leadership at work i.e. the manifestation of

partner with clients in a personal, safe, and trusted space

consciousness, intention, and connection. The antidote for

for open, transparent, and objective conversations, a

“waking unconsciousness” evokes the leadership esprit. He

thought provoking process that inspires them to optimize

has had the privilege to witness leadership transformations by

their personal & professional potential, in reflecting and

executives through the enhancement of their Contemplative

challenging them to harness talent and attain personal

Reflection (consciousness), Leading & Engaging Others

mastery of their inner self in leading others. Stephen Convey

with Purpose (intention) and Relationship Effectiveness

reminded us “the previous leadership practices that got us

(connection) vide his application of these 3 coaching practices:

to where we are, will not get us to where we need to go”. Scenarios have changed, organisations have flattened,

Transformational Learning

collaboration and inclusion are increasingly become more

Introspective understanding and viewing new perspectives

important than ever (and not a slogan plastered to a wall)

(logical and emotional) in evaluating and challenging their

to be able in engaging, collaborating and facilitating others

past experiences by shifting their own worldview

towards co-creating collective synergy in leading others for success.

Developmental Learning

Who & When?

Conscious Competence steps in reflecting on stages of continuous learning and development process

In recent years, Executive Coaching has been embedded

Reflexivity Learning

as a critical Leadership Development tool to groom multi-

Double-loop learning and behavioural change in amplifying

level Leaders to develop leaders. At each level of the multi-

and leveraging performance outcomes

level hierarchy, high-potential leaders are purposefully developed to stretch and achieve superior performance (exceed targets); harness their talent for Competence Development to prepare for the next job grade whilst at the same time, equip Leadership Coaching skills in developing their subordinates. 14

Peter C.F. Voon

Upon reflection, he has crafted an authentic Executive Coaching Framework to inspire, energize and facilitate purposeful conversations in pursuing professional development and personal growth via the following 6D™ process:

Peter is another pride for Sarawak, who has taken Executive Coaching globally, having garnered 35 years of experience leading individual, team and organisational transformation with over 3000 hours of executive coaching across Asia Pacific. Peter is a Fellow, Chartered Management Institute, UK; People Director (Asia Pacific), International Certification Bureau ISO 17024 Human Capital Development; Adjunct Executive Coach with ICLIF, a member of International Coach Federation and a member of Institute of Coaching, USA. He commenced his career in 1975 as a Sarawak Administrative Officer (R&DO) and Assistant State Training Officer (Chief Minister’s Office, Training Branch) for 14 years. He joined Shell Malaysia as the Learning & Development Consultant, Head of IMPACT Management Development Training and Management Development Trainer in Shell East Australasia Regional Training Scheme. He left Shell in 1998 and extended his industry experience in coaching and developing executives in key domains of strategic leadership, enterprise management and organisational transformation in a diverse range of industrial portfolios, including oil & gas, manufacturing, pharmaceutical, banking, shipping, palm oil, property development, tele-communications, hospitality, solar energy and engineering. His passion for executive coaching has been accorded with a reputation in transforming core competencies into action, delivering impactful results towards achieving sustainable development and business growth. His major clients and coachees include high-potential managers across Turkey, Georgia, Azerbaijan, Oman, Kuwait, Iran, Iraq, UAE, China, Hong Kong, Taiwan, Vietnam, New Zealand, Australia, Brunei, Philippines, Thailand, Indonesia, Singapore and Malaysia.


Consultative to engage in establishing mutual trust and respect, comprehend the scenario, and identify the objectives, desired outcomes, measures of success, and its parameters (Begin with An End in Mind).


Inspiring to explore, probe, draw from within and realise ‘Will vs. Competence’ in constructing Joint Partnership in instilling ownership, responsibility, and commitment (Lead above the Line).


Collaborating to elevate, amplify, intensify and enhance in growing new know-how (unskill/reskill/upskill).


Reviewing the learning application to promote persistence in sustaining momentum with constructive feedback and support.


Appraising to evaluate and manifest (quantitative & qualitative) the transfer of on-job application of acquired skills and confidence in leveraging performance with differentiated results.

DRIVE forward

What’s next? Authenticating to exemplify, evolve, embrace, innovate and re-inventorise ‘potential vs. performance’ in nurturing new opportunities and harnessing talent to soar to the next level for further leadership advancement.


UNLOCKING SELF-MASTERY WITHIN “You cannot teach a man anything. You can only help him discover it within himself”

One of my coachees, let’s call him Tim, had just been hired to set up and lead a new country operation for a US-based global consulting agency. It was his first senior leadership. He knew he needed to quickly build a strong team, deliver the agency’s ambitious new market expansion goals, earn the trust of his peers and that of his Regional Director. He was off to a great start having won a number of big projects and new clients for the agency within a short period of time. Nonetheless, Tim was feeling increasingly overwhelmed by the expectations that came with the job, resourcing issues and competitive culture in the organisation. That was when he came to coaching for help.

— Galileo Galilei As a coach, I work in partnership and strict confidentiality with my coachees. We focus on transformational self-examination work in order to bring a greater sense of clarity with which they can examine their situation and what they want to achieve. The foundation of an effective coaching relationship is built on a complete trust in the coachees’ creative power, resourcefulness and inherent ability to discover the right answers within. It is my duty to create a safe learning space and encourage them to curiously investigate and challenge their default thought patterns, narratives and strategies so that these can be consciously examined and realigned with their authentic vision of growth and success.

He wanted to be more decisive in his actions, find ways to build trust and respect from his new team and develop confidence as a competent leader. I remember one of our sessions when he named a couple of leaders whom he had worked with and admired for their leadership presence. Curiously, however, instead of being inspired by these role models he was intensely focused on the gap he noticed between him and these leaders -- age, experience and charisma -- which had dampening effect on his confidence. Tim looked at me and said “I wondered if I am ready and have what it takes to be a leader?”

In my experience, the effectiveness of a coaching program is heavily dependent on the coachee’s openness to explore new ideas, assume unfamiliar perspectives and readiness to experiment with them. These are the must-have ingredients of self-mastery that would lead the person to experience fuller expression of their unique talents, creativities and best potentials.

It is a universal struggle. Regardless whether I work with fresh university graduates, mid-career professionals, senior executives in multinational organisations or humanitarian workers, ‘I am not good enough’ is one of the key coaching themes besides the other usual suspects including limiting ideas, untested assumptions and faulty conclusions. Over the years I become well acquainted in sifting through layers of their stories and picking up signs that point to at least one of these sources.

In the case of Tim, whose story I shared earlier, the insights he gained from our coaching sessions helped him recognised the misalignment between the interests of the organisation’s and his intrinsic value drivers. He eventually left the company and joined another agency in a leadership position as their Country Manager. The last time I checked, he enjoys the growth opportunities and unique challenges that the new role brings. He shared that he now feels much more confident in his own leadership style, “But …”, he said, “… I am still a work in progress”.

A powerful coaching relationship takes a person beyond the practical process of building action plan and getting things done. Often times, I sense a look of confusion and even a tinge of disappointment from my coachees when I mention that I do not give advice in my coaching. This is one of the fundamental differences between the role of a coach and a mentor, which is another powerful support modality with a different purpose.

Aren’t we all.


Kuswadi Hedeir

An ICF Associate Certified Coach (ACC), Certified e-Coach by eCoachPro and Certified Professional Coach (CPC) and Energy Leadership Index Master Practitioner (ELI-MP) from Institute for Professional Excellence in Coaching (iPEC). Born and raised in Sadong Jaya, Sarawak, he received a full scholarship from Shell in 1997 to study Earth Sciences BSc at Leeds University, UK. He started as a geologist with Shell Miri in 2001. His development in Human Resources covered Talent Development, Resourcing and Policy. He moved to Shell Headquarters in The Hague in 2012 to join global HR Services as a team lead and Performance Improvement Consultant. In 2015, he received the Certified Professional Coach (CPC) from iPEC in London. Building on his 15 years of corporate experience and passion in people development, Kuswadi left Shell and redirected to embark as a fulltime coach. He founded his coaching practice based in The Hague, Netherlands. Kuswadi work with a diverse group of individual and corporate clients mainly in Europe, Africa and Asia. His clients are mid-career professionals and senior leaders who wish to explore their career ambitions, improve their performance, build meaningful relationships and develop impactful authentic leadership styles that align with their personal values and visions. He delivers coaching workshops and trainings aimed at supporting leaders in championing and leading high-performing team. As an Associate Coach at eCoachPro Kuswadi coaches United Nations’ volunteers and is a volunteer coach at Empower Amsterdam providing coaching services to unemployed expats based in The Netherlands.



Life, as it is Hello! Thank you for still reading Coaching to IMPACT. Welcome to ‘’The Essence of Coaching’’ and in this edition, I would like share about the power of the “white canvas’’ – the state of “serving clients in a complete neutrality, absence of judgement’’ that has served as one of the main ingredients in coaching skills.

Daniel, aged 40, is also a bright person, and a University graduate. Daniel has worked for the company for 22 years, and has secured some good track records. However one fine day, the leadership changed hand, and Daniel found himself not in the list for promotion. Daniel felt that he had no future at all. He spent most of his time, blaming all other parties – immediate supervisors and colleagues. Fast forward 22 years later, Daniel found himself in the same job position as he was when he first joined the company.

Allow me to begin by sharing about Danny and Daniel to picture how the white canvas works in coaching. Danny, aged 40, is a bright person, and a University graduate. Danny started his career in what every youth wants to imagine – just few years after entry, he stole the eye of his top bosses, and climbed up straight away to a senior management position. But fate had it, one day the top management changed, and Danny was removed from the senior management role, and back to his ordinary grade 41 – an entry grade for many in the public service. But Danny is not one who would give up on himself. He resiled over pressure, kept striving his best, refusing to give in to fate. Finally, the management changed hands again, and Danny was again in the favourable management position, having proved his resilience and inspiring attitude.

Both Danny and Daniel, are huge talents – bright, living and working in similar culture, and had similar opportunities. But what is different in the two, is how they saw themselves, the changing world, hence, changing lucks, and how they took setbacks. In our life today, as a human beings whose strengths would be constantly tested, we may face both situations – such as Danny’s and Daniel’s. Via coaching process, both Danny and Daniel, could be inspired to grow greater, leap higher. But how could coaching process help Danny and Daniel, grow greater and leap higher?


The Nature of Human Greatness In coaching, we believe that human beings are full of abundance. Each human is filled with multitude of capitals – the physical strengths, mental strengths, intelligence, emotions, and faith, just to name several. And each of this dimension of strengths, come in layers. Our intelligence has many dimensions – Gardner calls it multiple intelligence – ability to communicate, count, draw, or sing, for example. So do our emotions– we can have mixed feelings–happy and sad at the same time, for instance. We are also blessed with what can be felt but cannot be measured – faith, instinct and wisdom. Never other creations are as complex and comprehensive as human beings. We collected this abundance since the first second we could appreciate life. Days, weeks, years went by, and we have stored a huge abundant of experiences in our long term memory stores, oftenly without us realizing it.

Some of these experiences are stored in a less favourable manner – what we feel fearful, hurtful, scary events. And just how we experienced it, they all would be stored the same way. Whatever stored in a less favourable manner, when recalled, will surface up as similarly unfavourable. These are reasons why we have fear, worry, apprehension when we make decisions. These experiences could surface up as blocks in our daily decisions, blocking away success from us. To turn fear into success, we need to recognise its existence, and rationalise it so it serves as catalyst, rather than hindrance, to success.


Unfortunately, as we gain more experiences, not all of these experiences are recalled and used everyday. Some unused experiences in the past are suppressed deep down into the deep bottom of the long term memory store, forming what psychologists call it ‘’the subconscious mind’’. This abundance in our subconscious mind forms the larger chunk of our memory assets – in the form of hidden talents, hidden thoughts, and unconscious emotions. In order to use these hidden assets within us, they need to be recalled, so that they can surface up to the conscious part of the mind – we call it ‘’awareness’’. The moment we are aware, we could use it for various benefits in life.





How Coaching Inspires Greater Flourish Given such an abundance we all keep inside us, and how colorful they are, how does coaching work?

As new useful thoughts and awareness are generated, they remove away road-blocks that came in the form of fear, apprehensive, worry and the likes. Many times, magically, even a single coaching could itself heal a person, without having to function like a therapy. “Indeed, removing the road-blocks to success, could feel like removing some deep hurts’’ This is where, it is important to realise and reaffirm, that coaching only works when the first and foremost fundamental principle is applied – that it is all about the client, that the coach sees client as an abundance, full of potentials, free from judgement and labeling.

Many times when I met cases like Daniel, I saw that many of us faced challenges bouncing back to success, because we surrender to the previously fearful life events. These fear could come from our own judgement on our past experience, or from unfavourable judgement and labelings we feel being imposed on us. Indeed, in our collective culture, where we live in close-knit relationships and may be vulnerable to people’s judgements, mistakes may be forgiven but not always forgotten. As the results, some individuals may feel socially imprisoned, and these feelings stay in them for ages, blocking away success from them.

Coaching process happens on a white canvas – ‘anything is possible with this client’. Looking at client as huge bundle of potentials. Seeing client as a ‘’tabula rasa’’ – anything is possible. Coaching process assists a person to see how one could put one’s abundance to work. Internal and external resources orchestrated together to reach the desired outcome– strategically and creatively.

In coaching process, a coach works inside out. A coach works by asking powerful questions, offering fascinating observations – that work out on a person’s core internal resources – the belief system & awareness – to inspires and provokes client’s new thoughts, new awareness and realisation that give the new fresh air of breath to the client.

To all who are reading this piece,

‘’Like Danny has proven, luck sometimes came in its weirdest forms. Come what may, never deprive ourselves from our chance to be and do our best versions. For diamonds will stay shining, even in the darkest of rooms’’

In coaching process, a coach partners with client, to inspire new awareness in client, for client to see what client did not see before, via asking thoughtprovoking questions, challenging current belief so client see the bigger world, and at the same time, reaffirming client potentials.


Positioning Coaching as Human Capital Intervention in the Organisation Given that coaching is such a power in evoking new awareness and perspectives, and removing blocks to success, where does coaching serve best in organisations? In many huge corporations such as the Fortune 500 corporations, coaching is served hand-in-hand with other human resource strategies such as training, mentoring, and counselling. While training serves as a platform where on learns new skills, coaching strengthens the transfer of skills by one-on-one sessions that enables one to enhance the newly learned skills into practice, in the real context of the job, capitalising upon one’s strengths. While mentoring serves as a platform where one learns new on-the-job wisdom on everything under the sun from one’s mentor, coaching assists one to enhance one’s specific skill, or competence, where one is facing road-blocks that prevents optimum performance. While counselling or therapy serves as a platform where one could re-process the un-useful past baggage, coaching assists one to process mindset and action blockages that prevent one from taking actions to leap forward. As evidenced in many organisations who have adopted leadership coaching, coaching works in many ways; – coaching for development, when it is embedded in the onboarding programmes to help new leaders develop critical skills; coaching for performance, when it is introduced to leaders who have all the skills and yet to enjoy leaps of performance; and coaching for transformation, when it elevates leaders to embrace mindset, behavior and skill change. Done effectively and impactfully, coaching works anytime, with anyone.


Mai S Ishak GMC, MPA, ABP

Mai S Ishak is currently the Resident Fellow (Executive Coaching) and Head, Department of Coaching, Leadership Institute of Sarawak Civil Service, serving on secondment from Universiti Malaysia Sarawak. She is a seasoned industrial psychologist and business psychologist registered in Malaysia and United Kingdom, with 22 years of experience servicing high Author: Mai SMaia Ishak,isGMC, MPA, ABP risk industries in Asia. also an ICF-trained leadership coach, trained and supervised by Inderjeet Singh, ICF-MCC, ICF India, based in Mumbai, India, and expecting her ICF-PCC by October this year.

‘’Firstly, I am truly grateful to be part of the pioneer batch of Certified Leadership Coach for the Sarawak Civil Service (“SCS”). The certification journey has flourished my life satisfaction towards fulfilling my goals and further motivates me to perform better in my job. In addition to that, I would be able to leverage on the skills gained from the certification to recognise and manage my own habits, emotions, competencies and motivation, among others. I hope to position myself as a confident facilitator of learning to assist future coaches and coachees to shine through their own potentials and capabilitiesOn a wider perspective, I also foresee my role in building a pool of committed coaches and leaders within the SCS who will not only spur talent and knowledge management but also in facilitating the State in achieving a World Class Civil Service and Developed State status by 2030’’ Dr Intan Rahmah IAC-Masteries Practitioner

‘’I recently received my ICF Associate Certified Coach (ACC) Credentials in early August 2021. ACC Credential-holders have to undergo 60+ hours of coach training and record 100+ hours of coaching experience, in addition to passing numerous coaching exams. It has a been a very fulfilling journey for me - in gaining practical coaching skills and ultimately guiding my clients towards achieving their goals. I am looking forward to my part-time role in coaching leaders of departments in the Sarawak Civil Service!’’

‘’It serves as a good checklist for me to be more aware on which masteries and techniques I must improve. What’s more important it helps me to be able to learn to listen with curiosity, reflect with accuracy, question effectively and provide constructive feedback at workplace and in my personal capacity. The training and frequent practice session allows me to be more open to comments and it becomes a constant reminder (my booster “pill”) to instil a nurturing behaviour’’.

Mildred Voon ICF-Associate Certified Coach

Estia Amy IAC-Masteries Practitioner

‘’Coaching has helps me to have a clearer vision about myself and my goals. My talent, my confidence is much visible than before. I learned to become more patient and understanding when communicate with others. What I’ve learnt (and I am still learning) is not to jump to conclusions, to listen more, and to give myself time to reflect on why and how I respond. By having myself as a certified coach in future will bring me to another level of achievement in my life’’ Maureen Jono IAC-Masteries Practitioner


FACULTY OF COACHING How Getting Certified Has Transformed Our Coaches ‘’I learned to be more open, a better listener and value the relationship with others. It is a journey to help others to develop themselves and helps me to grow as a person’’. Faridah Ali Masteries Practitioner, IACMasteries Practitioner

’Being on this journey, not an easy journey. You must love what you are doing. The humanizing relationship between coach and coachees really helps me to develop myself to another level. Through this certification really harness my inner wisdom and experiences to make choices that are the best for me’’ - Helena Ului, IACMasteries Practitioner

‘’Leadership is leading people, inspiring them through trust and respect. One of the most essential skills leaders must have is to be able to lead the organisation and develop the next-in-line leaders through effective conversation (coaching). Hence, IAC provides a platform for me to discover potential in myself to lead others in making a difference to the society’’

’By continuously practising the rights skills sets i.e. the Coaching Masteries that we learnt i.e. the Coaching Masteries has actually helps me to close the gap when dealing with people’’ Noor Salmi Hussaini IAC-Masteries Practitioner

Hasriq Hadil IAC-Masteries Practitioner


‘’Coaching is to help others develop self-awareness’’ Justine Pengiran Coach in Training for certification with IAC


Moving forward, I set up Corporate Coach Academy (CCA)


as the 1st ICF Coaching School to build more ICF coaches, and later expanded it further with Corporate Coach as an executive coaching service centre to build stronger corporate leaders. Ten years later, the Malaysian Association of Certified Coaches (MACC) was formed to become the 1st

Dr Michael Heah, Master Certified Coach Chairman, Malaysian Association of Certified Coaches CEO, Corporate Coach Academy Adjunct Professor, Universiti Utara Malaysia

national coaching organisation as a ‘home’ for true blue coaches to continue to grow their coaching skills and coaching careers. Looking back now after twenty years in Coaching, it is so gratifying that my vision to ‘grow a vibrant coaching community in Malaysia’ is realised, and also to be known as

About twenty years ago, my life with Coaching started off with this question I asked myself “What is even

the ‘Father of Coaching’ here. None of my UK degrees, nor the


title of adjunct professor or the many prestigious leadership

powerful than training?” I needed this answer to help find a

awards can match these coaching achievements.

more fulfilling career to replace the top tourism job, which I had decided to quit after twenty-three years in the corporate world.

Today, there are more coaching schools. More coaches. More

Finally, I found the answer to this question: COACHING!

them today is Sarawak, which is on its way to build a coaching

It was an unusual discovery as Coaching was totally unknown

soon Sarawak will be a model state in Coaching with highly

and more organisations are embracing Coaching. And one of culture in its civil service. Stay focused on this vision and passionate coach-leaders who have the coaching mind-set

in Malaysia then; and was only two years old in the western

and skills to lead Sarawak (with you included) into a new era

world. Coaching was truly my ‘love at first sight’. The more

of prosperity and growth.

I got to know about it, the more I loved its philosophy that ‘people become high performers when they work on their

Sarawak Mesti Boleh!

skills and will. Indeed, it is definitely more powerful than training, mentoring, counselling and many others. I was completely convinced that my life mission was to become a COACH to support ordinary leaders to become extraordinary ones, and to support them too if they want to become coachleaders themselves. It became even clearer when I found the International Coaching Federation (ICF) in USA among the many others. Something told me that ICF was going to be the biggest name in Coaching (and so it is today). I decided to put my whole faith in it. So I brought ICF Coaching into Malaysia and established the ICF Malaysia Chapter. I became its Founding President in 2001 and then went on to become the 1st ICF Professional Certified Coach here (and later become a Master Certified Coach). 23


The session was attended by OB30 2.0 Siri 1/2021 participants together with their immediate supervisors. Participants were invited to explore their preference in terms of vocational type, as suggested by psychologist Holland. RIASEC tool was used to help participants in their exciting self-discoveries. RIASEC is an acronym for the job personality type: Realistic, Investigative, Artistic, Social, Enterprising and Conventional. The session has helped both sides, participants and supervisor, understand how to match person-job fit in terms of the required personalities, for optimum job performance.



You don’t have to please everyone. Let’s be real. That is why we all can answer the RIASEC very well. Thank you, Mr Chang. You’re the best supervisor!

I would like to share a bit. As a supervisor that are still new and inexperience. This session also helps me discovering a lot of things especially when I want to guide my colleagues. Thank you to all coaches. Great sharing

~ Siti Adibah

Identify personal strength and weaknesses subsequently try to improve the weaknesses in order to meet current work requirement/expectation ~ Amirul

Coaching is important to facilitate thinking of coachee, and raising self-awareness ~ Yap Mui Lan


~ Nur Faziella

Thank you for inviting supervisor join this coaching, and RIASEC is really help to measure our strengthen level and help us improve ourselves ~ Serimah


“How to be the best colleague in the world” Group Coaching Session was implemented with OB30 2.0 Siri 1/2021 participants soon after they completed the phase 2 of the On-Boarding Programme. Participants were coached as to how to master flexibility and agility by using each type of DOLCA, for optimum working relationships that could result in best team performance. The Kilman Model, DOLCA, was used to assist participants discover how they adapt their communication and action style when facing conflicts with colleagues. DOLCA stands for Dominating, Obliging, Integrating, Compromising and Avoidance conflict resolution style.


The 5 different style is something new for me, extra knowledge gained

Knowing my strengths and weaknesses and how to solve conflict and issue at workplace

~ Hilda

~ Jacqulyne

Understand how to manage conflict with colleague at workplace using DOICA style in details ~ Deggie


GLOBAL CAREER TRACK FOR PROFESSIONAL COACHES The LISCS Coach training prepares coach candidates for certification with global coach certifying bodies, specifically but not limited to, International Coach Federation (ICF) and International Association of Coaching. Such international certifying bodies allow limitless coaching career, since it opens up to unlimited coaching market.

International Association Of Coaching ®

Coach Credential Tracks with ICF

Coach Credential Tracks with IAC



Master Certified Coach 1200 hours practice fee rate: RM3000/hour

Master Masteries Coach



Professional Certified Coach 500 hours practice fee rate: RM800/hour

Certified Masteries Coach



Associate Certified Coach 100 hours practice fee rate: RM400/hour

Masteries Practitioner


Courtesy call on the Chief Minister of Sarawak by CEO Leadership Institute, Mr. Ismail Said and the Deputy State Secretary for Performance and Service Delivery Transformation, YBhg. Datu Dr. Sabariah Putit.



Making Coaching Impactful in Sarawak Civil Service - Ismail Said CEO Leadership Institute of Sarawak Civil Service

Leadership Institute of Sarawak Civil Service KM20, Jalan Kuching Serian, Semenggok, 93250 Kuching, Sarawak. Telephone : +6082-625166 Fax : +6082-625966 E-mail : Website: leadershipinstitute_scs