About Our Professional Certifications

"The Center of Excellence for Corporate Executive Coaches™"

Our Academic Philosophy

“Sometimes innovation looks like a step backward,
and genius looks like failure.
We are confident in our apparent failure™.”
CB Bowman

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MASTER CORPORATE EXECUTIVE COACH™ (MCEC)
POSTGRADUATE CORPORATE EXECUTIVE COACH™ (PCEC)

OVERVIEW OF REQUIREMENTS

  • Achieved academic and professional proficiency
  • Obtained experience in the field of coaching working with senior level clients
  • Been recognized as a fellow professional colleague
  • Respect and are in support of an enforceable ethics code
  • Committed to continuing education
  • Attained mastery of assessments in the field of executive coaching
  • The interpersonal skills to work with colleagues towards a common goal
  • A belief in giving back to the community through volunteerism
  • Evidence of coaching success
  • Evidence of sharing your knowledge through various media

HISTORY

Our members, our advisors, and most importantly our clients have long felt that there is a need for clear distinction between executive coaches whose clients mostly reside in the top third of an organization or government and all other coaches, including business coaches.

Our view of the distinction between the different subsets of coaching does not mean at times we would not call upon different disciplines within our own repertoire – be it psychology, human resources, or talent management et. al., in order to assist our clients. For example, the line between business coaches and executive coaches is thin but clear. We concluded that business coaches specialize in areas such as finance, consumer products, promotion, production, pricing, and staffing. Executive coaches, on the other hand, specialize in the areas of behavior, motivation, communication, performance, culture, and leadership. However, both may be involved with change, processes and the procedure of an organization.

The commonalities in the backgrounds of our members are that during their careers they have held executive-level positions with bottom line responsibility in a company other than their own. In addition, they have had significant experience and professional development pertaining to coaching executives and emerging leaders. They have a minimum of ten years in these roles and they are certified in internationally recognized assessment instruments, which are used to diagnose issues pertaining to leadership, behavior, personality, and more. Importantly, they have a common bond in their commitment to our professional ethical standards.

MEASUREMENTS

“Are there successful executive coaches without this pedigree? Yes, and some are pioneers in our industry – there are always those who march to the beat of a different drum and we applaud their vision and leadership …” CB Bowman

For five years prior to opening and now four years after opening, we at the Association of Corporate Executive Coaches, have examined the research, attended conferences, put our cumulative years of experience together, and most importantly, interviewed our targeted clients, in order to identify the current critical measurements of achievement they search for when vetting executive coaches.

We took this information and used it as part of the minimum requirements for membership in ACEC. We then researched other associations and institutions worldwide to determine what qualifications they require for master certifications in our field. Next, we looked at the academic studies, the background, the experience, and the training that enabled our members to be successful. We also looked at the requirements for continuing education in order to maintain certification.

FINDING

What we found is that our requirements to become a member of ACEC and to achieve the MCEC level of certification far exceeded the level of Master certification. We then looked at the requirements for Master level certification with other groups and we exceeded them.

We applied for recognition by a major certifying body and were told that while our requirements exceeded others, we needed to add their requirements, and so we did.

NEXT STEPS

Our decision was to combine:

  • maximum requirements identified by our client audience,
  • the experience/skills of our members,
  • the requirements from a major certifying body,
  • the requirements from other global associations,

and allowed our inspiration to develop into a model that we felt represented futuristic qualifications for our profession. We saw that undertaking the requirements for our master level certification far, far exceeded anything in our profession.

ABOVE AND BEYOND

  • We were not finished yet—our contribution to our clients represented more than knowing professional core competencies. When we interviewed candidates for both membership and for certification, we found that 100% of applicants were engaged in some form of pro-bono work and/or some form of volunteerism, and this was consistent with their clients:

“Dear CEO: Your heart is in the right place, it really is. You know that corporate volunteering and giving are essential programs to have in place at your company if you want to create a positive culture and brand, keep your employees engaged, and recruit top talent – especially millennials. And giving back to your community is important, not just for the benefits it accrues to your company but also, of course, for the support it offers to the nonprofits and causes you to care so deeply about. You’d like to get your company on track with volunteering and giving, and maybe you’re even scoring a few base hits here and there with your efforts. … ” Letter to a CEO: Why Your Volunteer and Giving Program Is Languishing Posted by Ryan Scott http://www.causecast.com/blog/bid/321822/Letter-to-a-CEO-Why-Your-Volunteer-and-Giving-Program-Is-Languishing

Therefore, we wanted to include requirements that were humanistic and activities that would help create a more common bond between coach and client, while giving back to the community at-large. The once avant-garde “New School for Social Research” represented an ideal model for us.

UNEXPECTED ADDITION

The final two areas that we felt were important to include in order to support life-long learning were not just coaching core competencies and experience, volunteerism, business experience, and a respect for community. We felt given the warp speed of change in technology, that it was critical for our members to be encouraged to keep abreast of basic trends and basic know how to sustaining their practice, specifically in Digital Marketing.

CONCLUSION

After reviewing our requirements, we realized that our 92 CEU requirement over five years was equal to a postgraduate program—”Postgraduate Corporate Executive Coach (PCEC)”

As we continue to read that our industry is like the “Wild, Wild West,” untamed and confusing to the user, it was clear that additional level of qualification was needed for our industry. The Association of Corporate Executive Coaches was formed to support clarity of our riches which is comprised of professional experience, skills, training, and accomplishments, while placing greater spotlight around the good that we do. Executive Coaches are complex, both individually and by profession, many of us have formal or informal knowledge in all areas of human capital space, for example corporate training, recruitment, IO psychology, talent management and more. This wealth of knowledge and experience perhaps adds confusion to our brand. However, the world seems to be catching up to our trail blazing.

Once you become a member of our family, you can apply for certification and will receive further details for requirements.

 

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