APC Charter

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Charter of the Association of Professional CoachesAssociation of Professional Coaches (APC)

Version
of 27.11.2022
Founders
Kirill Pristsenko, Natalja Vihhareva
Board
Kirill Pristsenko, Argo Toater

1General provisions of APC

The international non-profit, independent, non-political community Association of Professional Coaches (hereinafter APC) is a public association of coaches, trainers and training centres in the field of coaching in the broad sense. The main activities of the Association are set out in its goals and objectives (see sections 3 and 3.1) and must be carried out in accordance with the laws of the countries in which the activities take place.

By coaching in the broad sense, APC means the professions and specialists whose work is aimed at the personal, psychological and business development of people in accordance with the coaching principles set out by Timothy Gallwey and Thomas Leonard. These are specialists in NLP, Ericksonian hypnosis, the Enneagram, business trainers and professional coaches.

2APC mission, corporate culture and its implementation

Mission

APC serves as a Beacon of awareness and a Guide to transformation for everyone who wishes it, using a variety of coaching tools.

Identity

APC is a social system that supports the personal development of individuals and organisations. It consists of many training Institutes and Centres in different cities and countries. It includes Master Trainers, Trainers, Coaches, NLP and Enneagram specialists who contribute to raising awareness on a global scale. Our organisation is open and welcomes all new members.

Values

To support our Mission and Identity, we (the members of the Association) share among ourselves and welcome the following values in our interaction with the World (the external environment and clients): respect; kindness and friendliness; support instead of frustration; ecology; high quality; naturalness and simplicity in our approach to training and to providing coaching services in the broad sense.

Beliefs

We believe that every person can raise their level of awareness through coaching in its broad sense. We believe that every person already has everything needed to overcome difficulties and achieve their goals, but this potential needs to be found and unlocked. We believe that personal growth is endless and there is always room to grow. We believe that every person deserves more and a better life for themselves and their loved ones.

Strategies

To maintain a high level of training and services to society (which supports our Mission), we have developed a system of goals, standards, criteria and ethical norms set out in the APC Charter. See the sections Goals, Objectives and Structure of APC (sections 3 and 4 of the Charter).

Behaviour

The first necessary action that we take, and expect from all APC members, to fulfil the APC Mission is to follow the standards, rules and ethical norms of APC. The second is to provide high-quality training in coaching in the broad sense according to APC-accredited programmes. The third is the continuous expansion of APC to different countries and cities. For this purpose, we invite specialists of various kinds (psychologists, trainers, NLP and coaching specialists) who share our values and beliefs to join us in providing training and coaching services.

Environment

We exist for all people and organisations who want to improve their own lives and the lives of others through learning and awareness.

What we do not accept in APC

We do not accept disrespectful treatment of our clients, whoever they may be. We do not accept disrespectful or defamatory treatment of Association members by other members. We do not accept any violations of the APC Charter.

3APC goals

  1. Promoting coaching as a method of professional support aimed at achieving goals.
  2. Maintaining the high quality of coaching training programmes and of organisations and individual specialists providing coaching, through training, accreditation of coaching training programmes, and certification of professional coaches and coaching trainers.
  3. Providing coaching training at a high level.
  4. Providing a single platform for the high-quality training of professional coaches and coaching trainers, based on the traditional, classical understanding of coaching established by Timothy Gallwey’s concepts and Thomas Leonard’s criteria for the work of a professional coach.
  5. Promoting training centres, trainers, professional coaches and honorary members of APC.

3.1APC objectives

  1. Creating and expanding connections between coaching trainers, coaches and their potential clients.
  2. Organising the continuous professional development and qualification of coaching trainers and coaches.
  3. Organising the exchange of information between coaching trainers and coaches, and supporting the development of business and friendly relations between them.
  4. Raising the prestige of the professions of coaching trainer and coach.
  5. Organising and holding public events related to the goals and objectives of the Association: conferences, lectures, master classes, workshops, clubs.
  6. Organising and carrying out joint professional projects of Association members to achieve its goals.
  7. Organising and carrying out socially significant projects.
  8. Producing promotional and image materials bearing APC insignia.

4APC structure

  1. The APC Institute (in Tallinn, this is the Meta Leader training centre) is a research and training organisation (training centre) established under APC. Its task is to teach coaching, NLP and other APC-accredited programmes, and to develop, supplement and change the criteria, competencies and technologies of coaching in the broad sense that support the professional and personal development of coaching trainers, coaches and clients of coaching services.
  2. The APC Assembly is the highest body for making the most important decisions regarding the activities and the Charter of the Association.
  3. Voting rights in the APC Assembly (influence on final decisions) belong to the Board Members of the Association and to Association members with a membership level of at least APC Master Trainer. Other APC members — Trainers, Masters, Practitioners and Honorary Members — may participate in the Assembly without voting rights, but their opinions are taken into account when decisions on Association matters are made.
  4. The APC Assembly and its decisions are valid if at least one APC Master Trainer or at least one APC Board Member is present.
  5. Only the founders of the Association and APC Master Trainers may be Board Members of the Association.
  6. Decisions of the APC Assembly are taken by vote; the majority wins.
  7. Amendments to the Charter may be made at the APC Assembly, with at least one Master Trainer (MT) or one APC Board Member present, through discussion and voting.
  8. Only the founders of the Association and APC Master Trainers may be Board Members of the Association. The decision to admit new Board Members is made by the APC Board.
  9. Exclusion from membership of the Association is possible if irreparable material or reputational damage is caused to the Association and its members, if the laws of the country in which members carry out Association activities are not observed, or if the ethical norms of the Association are not observed. Such decisions are made by the APC Board members.
  10. Every APC Master Trainer or Trainer is the head and curator of third-party training Centres (Agents) that organise and deliver APC-accredited programmes.
  11. The head of a third-party training Centre is a legal entity (Agent) that has concluded an agreement with APC to represent APC through its own training centre or through the “Meta Leader – NLP & Coaching Center” training centre, to organise and deliver APC-accredited programmes, and to use APC insignia on training materials, websites, business cards and other supporting training materials.
  12. Trainers deliver approved (accredited) programmes in Centres supervised by APC Master Trainers or Trainers.
  13. Centres delivering APC-accredited programmes are structural units of APC.
  14. All APC members act independently, provided that the Charter and the decisions of APC are not violated.

5Who can become an APC member

5.1. The title of Honorary Member of the Association may be awarded to individuals and organisations that have provided substantial assistance in the development of the public organisation or have special merits before it, and who share the statutory goals of the public organisation approved by the Board of the Association. The title “Honorary Member of the Association” may be approved by the general Assembly of the Association with the participation of at least two APC Trainers.

Honorary Members of the Association may be individuals aged 18 or over and legal entities (public associations) professionally engaged in coaching training and/or coaching (business trainers, HR managers, managers at all levels who provide coaching support to their employees, heads of departments who train their staff, management consultants, psychologists working in companies, psychologists providing professional support to executives or enterprises, mediators, etc.).

5.2. Professional Members of the Association may be individuals aged 18 or over and legal entities. They are practising coaches and/or coaching trainers who are ready to follow the 11 coaching competencies established by Thomas Leonard and the APC Code of Ethics based on that of the International Coaching Federation (ICF). The first necessary requirement for membership is the completion of a full coaching training course (or other APC programmes) in training centres that teach according to APC-accredited coaching programmes — at least 100 classroom hours. Those who have completed other coach training programmes and wish to become APC members must choose a membership level and submit, in free form, all documents confirming their coaching competencies: a copy of the certificate, the name of the institution where the programme was completed, the actual title of the trainer they studied with (at least 100 classroom hours), the table of contents of the coach training programme; they must also pass a written test and an in-person supervision. The title “Professional Member of the Association” may be approved by the general Assembly of the Association with the participation of at least two APC Trainers.

Certification of coaches and trainers who studied at other training centres, associations and organisations is carried out by an APC MT or Trainer. To do so, the necessary documents must be prepared in advance and the time of certification agreed with two APC Trainers or one APC MT.

6Professional membership levels and programme accreditation standards in APC

The Association of Professional Coaches has five membership levels: four professional (levels 1 to 4) and one non-professional (level 5 — APC Honorary Member):

  1. “APC Master Trainer”;
  2. “APC Trainer”;
  3. “APC Master”;
  4. “APC Practitioner”;
  5. “APC Honorary Member”.

6.1Professional membership level 1 — “Master Trainer” MT

General conditions for awarding the title

Admission as an APC Master Trainer requires the consent of one APC Master Trainer. The condition for admission is exceptional merit for APC. A Master Trainer is the face of the Association. A Master Trainer is authorised to certify Supervisors and trainers and to accredit training programmes and training centres. A mandatory condition is at least 5 years of training work and provision of coaching services from the moment of becoming an APC Trainer, as well as a contribution to the establishment and development of coaching/NLP as a form of professional support. A Master Trainer must also be able to deliver any topic of their training programme without notes or prompts, give high-quality feedback to participants, show creativity in running a training and be as flexible and respectful as possible towards participants. A Master Trainer must have their own original training programme.

Certification criteria

  1. 460 hours of training programmes and personal supervision on the topics of the programmes delivered (360 hours of coaching and/or NLP programmes and 100 hours of Train the Trainer).
  2. Completion of a 10-day APC Train the Trainer internship under the guidance of an APC Master Trainer.
  3. Writing a book on the topic of the programmes delivered, representing a special contribution to the development of NLP or coaching.
  4. 5 years of training work from the moment of becoming an APC Trainer.
  5. At least 800 hours of training programmes delivered from the moment of becoming an APC Trainer.
  6. 200 or more students/graduates of one’s own training programmes.
  7. Submission of a video recording of one’s own 2-day training (at least 8 hours of recording).

6.2Professional membership level 2 — “Trainer”: Master Certified Coach MCC

General conditions for awarding the title

An APC Master Certified Coach (trainer of coaching programmes) must meet the APC criteria for the professional training of trainers, pass the APC Master Certified Coach certification, complete an intensive trainer training course of at least 100 hours and pass the APC Trainer certification.

APC Master Certified Coaches are certified by an APC Master Trainer. To be certified as a Master Certified Coach, one must meet the professional criteria of an APC Professional Certified Coach and have testimonials from at least 15 clients for 50 paid sessions, over a period of at least one and a half years (18 months) from the start of training at the Professional Coach level in an APC training centre.

Certification criteria

  1. Complete Train the Trainer.
  2. A total of 380 hours of training programmes and personal supervision in coaching (280 hours of coaching programmes and 100 hours of Train the Trainer).
  3. Pass the Train the Trainer test in coaching.
  4. Pass the behavioural certification — delivering a demonstration training (60 minutes).
  5. Conduct a transformational session with a client of at least 45 minutes under the observation of a Master Trainer.
  6. Have written testimonials for 50 sessions from paying clients (at least 15) before starting the APC Train the Trainer programme.

6.3Professional membership level 2 — “Trainer”: NLP Trainer TNLP

General conditions for awarding the title

An NLP Trainer should, fully or to a moderate degree, have the following qualities:

  • Personal congruence as a trainer.
  • Ecology in the work of the trainer and the group.
  • Developed subject-matter competence.
  • One’s own training style.
  • Ability to work in different training styles.
  • Ability to model different training styles and integrate them.
  • Managing a group at different logical levels.
  • Ability to manage the three phases of a group according to John Whitmore.
  • Effective use of psychogeography.
  • Knowledge of the laws of learning — mastery of the 4MAT model.
  • The art of building teaching metaphors.
  • Setting training goals and developing an appropriate training design.
  • Developing flexibility in managing different content and technology blocks of a training programme.
  • Ability to develop one’s own training programmes and original exercises.
  • Skill in creating a supportive learning environment.
  • Ability to create presentation and handout materials.
  • Ability to give multi-level feedback during a training.
  • Command of various forms of learning activity.
  • Developing skills in motivating a group and handling “difficult cases” that arise in learning.
  • Analysis of the specifics of teaching key topics of standard certification programmes.
  • Building mind maps that consolidate important content.
  • Skills in conducting NLP Practitioner and NLP Master certifications.

Certification criteria

  1. Complete Train the Trainer.
  2. A total of 400 hours of training programmes and personal supervision on the topics of the programmes delivered (300 hours of NLP programmes — NLP Practitioner, NLP Master — and 100 hours of APC Train the Trainer).
  3. Pass the Train the Trainer test in NLP.
  4. Pass the behavioural certification — delivering a demonstration training (60 minutes).
  5. Have written testimonials for 50 sessions from paying clients (at least 15) before starting the APC Train the Trainer programme.
  6. Complete an internship of 25 hours of training work under the guidance of an APC Master Trainer.

6.4Professional membership level 2 — “Trainer”: APC Business Trainer; APC Trainer of Specialised Programmes TB / TSP

General conditions for awarding the title

An APC Business Trainer or APC Trainer of Specialised Programmes must meet the APC criteria for the professional training of Trainers, pass the APC Train the Trainer certification, complete an intensive trainer training course of at least 100 hours and pass the APC Trainer certification.

Certification criteria

  1. Complete APC Train the Trainer — 100 hours.
  2. Have 50 hours (documented) of training programmes in business and other specialised programmes (personal growth, business courses) or own a business.
  3. Pass the APC Trainer of Specialised Programmes / Business Trainer test.
  4. Pass the behavioural certification — delivering a demonstration training (60 minutes).

6.5Professional membership level 2 — “Trainer”: Enneagram Trainer TE

General conditions for awarding the title

An Enneagram Trainer should, fully or to a moderate degree, have the following qualities:

  • Personal congruence as a trainer.
  • Ecology in the work of the trainer and the group.
  • Developed subject-matter competence.
  • One’s own training style.
  • Ability to work in different training styles.
  • Ability to model different training styles and integrate them.
  • Managing a group at different logical levels.
  • Ability to manage the three phases of a group according to John Whitmore.
  • Effective use of psychogeography.
  • Knowledge of the laws of learning — mastery of the 4MAT model.
  • The art of building teaching metaphors.
  • Setting training goals and developing an appropriate training design.
  • Developing flexibility in managing different content and technology blocks of a training programme.
  • Ability to develop one’s own training programmes and original exercises.
  • Skill in creating a supportive learning environment.
  • Ability to create presentation and handout materials.
  • Ability to give multi-level feedback during a training.
  • Command of various forms of learning activity.
  • Developing skills in motivating a group and handling “difficult cases” that arise in learning.
  • Analysis of the specifics of teaching key topics of standard certification programmes.
  • Building mind maps that consolidate important content.
  • Skills in conducting Enneagram Practitioner and Enneagram Master certifications.

Certification criteria

  1. Complete APC Train the Trainer — at least 100 hours.
  2. A total of 200 hours of Enneagram training programmes.
  3. Conduct an Enneatype typing interview.
  4. Pass the Train the Trainer test in the Enneagram.
  5. Pass the behavioural certification — delivering a demonstration training (60 minutes).

6.6Professional membership level 3 — “Master”: Professional Certified Coach PCC

General conditions for awarding the title

An APC Professional Certified Coach is a specialist who has completed a coaching training programme at one of the APC training centres, consisting of at least 16 full training days, including classroom and out-of-class coaching sessions for the trainee, internal coaching supervision and practice in conducting coaching sessions; who has demonstrated during certification the criteria of an APC Professional Certified Coach corresponding to Thomas Leonard’s standards of a professional coach, as well as the standards of practical application of team and transformational coaching; and who works within the classical coaching approach developed by the founder of coaching, Timothy Gallwey.

Certification criteria

  1. Complete the professional coach training programme — participation in 8 modules.
  2. Provide 45 out-of-class individual coaching sessions in groups of 3 (each person conducts/receives 15 documented hours/sessions as coach, client and supervisor).
  3. Conduct 5 out-of-class mini coaching trainings or facilitations of team coaching sessions in groups of 6 (documented).
  4. Develop and present the design of a 2-day training using the “Cube” model before the certification module (a detailed plan of one’s own training).
  5. Receive 4 hours/sessions of personal coaching as a client from a Professional Certified Coach (PCC).
  6. Provide a video recording or demonstration of individual coaching with a client (not a group member), at least 30 minutes.
  7. Pass a coaching theory test with at least 80 out of 100 points.
  8. Pass the behavioural certification in individual classical coaching in the 8th module — demonstration of work with a client.
  9. Pass the group behavioural certification — demonstration of group management (facilitation/moderation, managing group dynamics according to John Whitmore).

6.7Professional membership level 3 — “Master”: NLP Master MANLP

General conditions for awarding the title

An NLP Master must hold the NLP Practitioner certificate and have NLP Practitioner skills, complete an NLP Master training programme of at least 144 hours, write an examination project on modelling and defend it as practical work with a client in the final module of the training programme.

Command of the elements of mastery

  • Optimal engagement.
  • Conscious and unconscious integration.
  • Balance between structure and spontaneity.
  • Changing personal boundaries of perception.
  • Personal congruence.
  • Directing attention.
  • Multiple description.

Understanding metaprograms

  • Style of organising information.
  • Classification of the world.
  • Focus of comparison.
  • Motivation.
  • Reference.
  • Time.

Skills in using metaprograms

  • Flexibility in using metaprograms.
  • Pacing and leading by metaprograms.
  • Exploring a person’s metaprogram profile.
  • Approaches to changing and developing metaprograms.

Understanding systemic approaches in NLP

  • Knowledge of the theory of self-organising systems “NLP Landscape”: an approach to the multidimensional description of experience.
  • Development of the three-position description model.

Skills in multiple description and systemic change

  • Command of approaches to creating “one’s own NLP techniques”.
  • Changing “deep filters” of perception and behaviour through multiple description.
  • Ability to identify and change a system of goals.

Understanding the structure of values and beliefs

  • Knowledge of the main ways to identify and change the hierarchy of values and criteria.
  • Understanding what a system of faith, beliefs and values is.
  • Knowledge of the classification of verbal patterns for changing beliefs.
  • Knowledge of the basic principles of building belief change techniques.
  • Identifying a person’s convincers.

Skills in working with values and beliefs

  • Identifying the hierarchy of values and criteria.
  • Command of ways to change the hierarchy of criteria.
  • Identifying beliefs formed around values.
  • Identifying limiting beliefs and being able to change them.
  • Identifying supportive positive beliefs.
  • Ability to define new beliefs.
  • Command of belief work techniques.
  • Changing limiting beliefs using visual submodalities.
  • “Imprinting a new belief”.
  • “Installing a new belief on the timeline”.

Understanding the structure of behavioural and thinking strategies

  • Knowing the difference in using the T.O.T.E. model to identify macro- and micro-strategies.
  • Knowledge of the NLP strategy notation.
  • Knowledge of the conditions of a well-formed strategy.
  • Understanding the basic micro-strategies: memory, reality, motivation, learning/creativity, decision-making.
  • Ability to identify macro-strategies and plan changes in a strategy.
  • Command of basic skills in working with strategies: eliciting and recording, bringing the client to awareness of their own strategy, using and installing the studied strategy.

Understanding modelling patterns

  • Knowledge of the basic principles of modelling.
  • Understanding the “subtraction model”.
  • Knowledge of basic modelling strategies: explicit and implicit, micro- and macro-modelling, self-modelling.

Modelling skills

  • Recognising the main patterns of a model.
  • Implicit modelling, association with the model, metaphorical description of the model’s holistic structures.
  • Explicit modelling, identifying the model’s macro- and micro-strategies, clear recording of strategies, designing the overall layout.
  • Creating an overall meta-strategy for transferring the model’s basic patterns (creating instructions for the learner).
  • Preparing and defending the Modelling Project.
  • Command of the Master’s meta-frame for gathering information and planning interventions.

Certification criteria

  1. NLP Practitioner certificate.
  2. Command of NLP Practitioner skills at the level of conscious and unconscious competence.
  3. Completion of the “NLP Master” programme of at least 144 hours.
  4. Presentation and defence of a modelling project in the certification module of the course.

6.8Professional membership level 3 — “Master”: Enneagram Master MAE

General conditions for awarding the title

  1. Active participation in the training programme and exercises.
  2. Clear understanding of one’s own Enneatype.
  3. Understanding of the instincts of all 9 Enneatypes.
  4. Understanding of the definitions and characteristics of the levels of development for all 9 Enneatypes.

Certification criteria

  1. Completion of the “Enneagram Master” course of at least 32 hours.
  2. Holding the “Enneagram Practitioner” certificate.
  3. Passing the Enneagram test — Master level.

6.9Professional membership level 3 — “Master”: APC Supervisor SV

General conditions for awarding the title

APC Supervisor is a professional title at the “APC Master” level. A Supervisor provides individual and group supervision of the professional practice of specialists certified by APC in NLP (NLP Practitioner, NLP Master, etc.), coaching (Associate Coach, Professional Coach, etc.) and the Enneagram (Enneagram Practitioner, Enneagram Master, etc.).

Certification criteria

  1. Holding an “APC Master” level certificate (Professional Certified Coach, NLP Master or Enneagram Master).
  2. Completion of at least 20 hours of personal supervision as a specialist in NLP or coaching (courses “Supervision for NLP Specialists” / “Supervision for Coaching Specialists”).
  3. Completion of the supervisor training programme.
  4. Passing a theoretical test.

Rights of an APC Supervisor

  1. To provide individual and group supervision in NLP, coaching and the Enneagram.

6.10Professional membership level 4 — “Practitioner”: Associate Certified Coach ACC

General conditions for awarding the title

An APC Associate Certified Coach is a coaching specialist who does not meet some of the criteria of the APC Professional Coach level, but who has demonstrated during certification the criteria corresponding to Thomas Leonard’s standards of a professional coach, as well as the standards of practical application of team and transformational coaching, and who works within the standard coaching approach developed by the founder of coaching, Timothy Gallwey.

Certification criteria

  1. Complete the professional coach training programme — participation in 8 modules.
  2. 30 individual coaching sessions in groups of three (each person conducts/receives 10 documented hours/sessions).
  3. Conduct 5 mini coaching trainings or facilitations of team coaching sessions in groups of 6 (documented).
  4. Receive 2 hours/sessions of personal coaching as a client from a certified professional coach.
  5. Pass a coaching theory test with at least 50 out of 100 points.
  6. Pass the behavioural certification — demonstration of work with a client.

P.S. Some of the certification requirements for the ACC level may be met partially. Which requirements is at the trainer’s discretion. During certification, the trainer will pay attention to the overall preparation of the ACC candidate.

6.11Professional membership level 4 — “Practitioner”: NLP Practitioner PNLP

General conditions for awarding the title

The title of NLP Practitioner is awarded to a participant of an NLP Practitioner programme of at least 157 hours. It is also necessary to pass the written and behavioural certification in the final module of the course and to meet the additional certification requirements.

Command of the following skills

  • Calibration.
  • Pacing and leading at different levels (verbal and non-verbal) — by sensory predicates, eye accessing cues, logical levels, time predicates and perceptual positions.
  • Multisensory representation of information.
  • Eliciting and maintaining one’s own resourceful states.
  • Association and dissociation.
  • Chunking up, chunking down and moving by analogy.
  • Anchoring.
  • Positional shifts.
  • Verbal reframing.
  • State breaking.
  • Backtracking and technological analysis of one’s own work.
  • Identifying secondary gains.
  • Recognising signs of trance, inducing and maintaining altered states of consciousness.
  • Choosing techniques for a stated symptom.

Command of the following formats and methods of work

  • Gathering information and formulating goals.
  • Describing states through external indicators.
  • VAKD modality format.
  • Submodality format.
  • Ecology check.
  • Checking the effectiveness of one’s own work.
  • Giving high-quality feedback.
  • Identifying and using the subjective perception of time (“timelines”).

Knowledge of the following models and their use in various contexts

  • T.O.T.E.
  • C.O.R.E.
  • Representational systems model: VAKD.
  • Submodality model.
  • Meta Model.
  • Milton Model.
  • Logical levels.
  • Three-position description.
  • Timeline.

Command of the following techniques and knowledge of the purpose of each step

  • “Circle of Excellence”.
  • “Walt Disney Creativity Strategy”.
  • “Resolving a communication situation using three-position description”.
  • “Logical Levels Alignment”.
  • “Collapsing anchors”, “Resource anchoring”.
  • “Changing personal history on the timeline”.
  • “Integration of conflicting parts”.
  • “Swish pattern”.
  • “Fast phobia cure”.
  • “Visual-kinaesthetic dissociation”.
  • “Six-step reframing”.
  • “Treating emotional point allergies”.

Certification criteria

Certification at the “NLP Practitioner” level consists of five parts.

  1. Completion of the “NLP Practitioner” course of at least 157 hours.
  2. 15 hours of individual out-of-class work with clients recorded in a client work report.
  3. 2 sessions as a client with a certified NLP Master or NLP Trainer.
  4. Passing a test on the theoretical part of the subject.
  5. Behavioural certification — demonstration of “NLP Practitioner” skills in a session with a client.

6.12Professional membership level 4 — “Practitioner”: Enneagram Practitioner PE

General conditions for awarding the title

  1. Active participation in the training programme and exercises.
  2. Clear understanding of one’s own Enneatype.
  3. Understanding of the descriptions, motivations and fixations of all 9 Enneatypes.
  4. Understanding of the definitions and characteristics of the Enneagram: the three centres, wings and state transitions for all 9 Enneatypes.

Certification criteria

Associate level

  1. Completion of the “Enneagram Practitioner” course of at least 32 hours.

Professional level

  1. Completion of the “Enneagram Practitioner” course of at least 32 hours.
  2. Holding the “NLP Practitioner” or “Associate Coach” certificate.
  3. Passing the Enneagram test — Practitioner level.

6.13Non-professional membership level 5 — “Honorary Member of the Association”

General conditions for awarding the title

Special merits and contribution to the development of the Association of Professional Coaches.

A person who has completed any course of the Association of Professional Coaches programmes — NLP, Ericksonian hypnosis, coaching, Enneagram — but has not passed certification.

7Fees and membership dues of APC

All APC prices are collected in this section. The payment procedure for membership dues and bank details are in section 11.

7.1Certification

A one-time payment for certification at an APC level. It applies to everyone, including graduates of other schools who have completed a programme accepted by APC. This is not a membership fee: annual dues are listed in 7.5.

Certification at level One-time payment
APC Master Trainer 500 €
APC Trainer 350 €
APC Master 250 €
APC Practitioner 175 €

7.2Re-certification for APC members

Re-certification at level One-time payment
APC Trainer 250 €
APC Master 200 €
APC Practitioner 125 €

Re-certification applies if, at the first attempt, certification criteria other than the theory test were not met — for example, the behavioural (practical) certification. If only the theory test was failed, only the test is retaken — its price is given in 7.3.

7.3Additional tests and services for APC members

Service One-time payment
Deferred Trainer-level test (NLP, coaching, Enneagram) 75 €
Theory test retake (if only the test was failed) 75 €
Enneagram typing interview 100 €

The deferred test is taken by an APC member who completed Train the Trainer before finishing the subject course in their field: “NLP Master” for NLP Trainer, “Professional Coach” for Coaching Trainer, “Enneagram Master” for Enneagram Trainer. The test is taken after the subject course is completed.

7.4Programme accreditation

Service One-time payment
Accreditation fee per programme (procedure in section 10) 750 €

7.5Membership dues

An annual fee for membership in the Association. It is paid separately from certification.

Membership level Annual dues
No. 1 — Master Trainer 200 €
No. 2 — Trainer 150 €
No. 3 — Master 75 €
No. 4 — Practitioner 50 €
No. 5 — Honorary Member of the Association free

Dues are paid once a year. Payment procedure and bank details are in 11.1.

8Use of APC insignia

A Centre / Institute (Agent) under APC, or an individual who is a Professional Member of APC, who has passed APC certification and/or accredited their professional coach training programme or another training programme with APC, and who has paid the fees (Association membership and the fee for using APC-accredited programmes; see Charter sections 7.5 and 11.2), has the right to use the APC logo on their website, on the certificates they issue, on their business cards, on web pages representing their organisation, on social media and in handout materials, as long as they comply with all the above rules on the use of APC insignia and the other APC rules described in this Charter.

9APC training programmes

  1. The following open basic programmes for training specialists are available and welcomed in the Association of Professional Coaches:
    1. “Associated Coach APC” — APC Associate Coach
    2. “Practitioner NLP APC” — APC NLP Practitioner
    3. “Enneagram practitioner APC” — APC Enneagram Practitioner
    4. “Master NLP APC” — APC NLP Master
    5. “Enneagram master APC” — APC Enneagram Master
    6. “Professional Coach APC” — APC Professional Coach
    7. “Master Certified Coach APC” — APC Coaching Trainer
    8. “Business Trainer APC” — APC Business Trainer
    9. “Trainer of specialised programs APC” — APC Trainer of Specialised Programmes
    10. “Trainer of NLP APC” — APC NLP Trainer
    11. “Coaching High Level Programs” — advanced coaching programmes: 1) Transformational coaching. 2) Team coaching. 3) Coaching in organisations. 4) Metaphorical coaching. 5) Ericksonian hypnosis.
    12. “Supervision Programs APC” — advanced training programmes in supervision in NLP and coaching (group and individual supervision), see Charter section 6.9.
    13. “Supervisor Training Programs APC” — training programmes for APC supervisors, see Charter section 6.9.
  2. Corporate programmes — targeted programmes organised for legal entities and tailored individually to the client.
  3. Open programmes — training programmes organised for individuals.
  4. All open and corporate programmes bearing APC insignia and organised by APC Centres or Trainers must be agreed with a Master Trainer or two APC Trainers. Programmes are approved and accredited by a Master Trainer or two APC Trainers.
  5. Programmes must not damage the reputation of APC, must fully comply with applicable law and must not contradict the cultural norms of the country in which they are delivered.

10Programme accreditation in APC

A training organisation, Centre or Trainer (Agent) may accredit its training programme with APC, thereby confirming a high standard of training and of the coaching services provided to its clients. Programme accreditation is carried out by an APC Master Trainer or two APC Trainers. For the recommended criteria for training programmes, see Charter section 6 — Professional membership levels and programme accreditation standards in APC.

Before starting the accreditation process

  1. Read the certification requirements for APC programmes in Charter section 6 — Professional membership levels and programme accreditation standards in APC.
  2. Amend your programme in line with APC standards.

To accredit your programme with APC, you need to:

  1. Contact us.
  2. Hold a title of at least “Master” — APC membership level 3.
  3. Send your coaching training programme.
  4. Pay the accreditation fee (amount — see 7.4).
  5. Adjust your training programme, if necessary, in line with the APC programme accreditation criteria and feedback from APC specialists.

The programme accreditation procedure takes 30 to 45 calendar days of joint work with you.

11Payment, bank details and use of accredited programmes

11.1Payment procedure

Membership dues (amount — see 7.5) are paid once a year to the bank account of the Association.

Association bank details

Name
MTÜ ASSOCIATION OF PROFESSIONAL COACHES
Registration number
80404839
Bank account
EE661010220254999229
SWIFT code (BIC)
EEUHEE2X

11.2Conditions and requirements for using APC-accredited programmes

APC-accredited training programmes used by Centres and Trainers (Agents) may not be transferred to third parties, may not be rewritten and may not be used without written notice to the APC e-mail address: info@apcoach.org. Otherwise, APC reserves the right to exclude from APC membership the Centre, Trainer (Agent), person or organisation that does not comply with this rule.

12Allocation of Association funds

Funds received in the Association’s bank account are used for the needs of the Association:

  1. Administration and promotion of the Association’s website.
  2. Organising events related to the goals of the Association.
  3. Renting premises for the needs of the Association.
  4. Promoting members of the Association.
  5. Producing promotional and image materials bearing APC insignia.
  6. Paying hired staff for work required by the Association.

13APC definition of coaching

Coaching — a form of psychological support aimed at raising awareness and unlocking the client’s potential on their own path to achieving a goal.

14APC ethical standards based on ICF

1. Coach’s code

  1. I undertake to conduct myself in the best traditions of the coaching profession and to avoid any actions or statements that could negatively affect the public’s attitude towards the coaching profession.
  2. I will not make statements that are knowingly false or could be interpreted ambiguously, nor make false written statements concerning the coaching profession.
  3. I will respect different approaches to coaching. I will respect the efforts and contributions of others and will not present their results as my own.
  4. I will be extremely careful in matters concerning my influence, act in accordance with the philosophy of coaching and understand how my influence could negatively affect the lives of real people.
  5. I will make every effort to identify my personal problems that could in any way affect or conflict with my duties as a professional coach. As soon as such a situation arises, I undertake to seek professional help and take all measures, up to suspending my professional practice.
  6. As a trainer and supervisor of coaches and of those training to become coaches, I undertake to act in accordance with this code during all trainings and during supervision.
  7. I will carefully collect, keep, store and dispose of any records relating to my work as a coach in ways that ensure confidentiality and compliance with the applicable laws of the country where I provide coaching.
  8. I will use the contact details of a federation member only in cases prescribed by the federation.

2. Relationship with the client

  1. I undertake to set clear, appropriate and culturally sensitive boundaries in the relationship with the client that may arise during coaching.
  2. I undertake to avoid any kind of sexual relationship with my clients.
  3. I undertake to state all agreements with the client and to follow all agreements while providing coaching services.
  4. I undertake to make sure, before starting cooperation or during a trial session, that my client understands what coaching is and is aware of confidentiality, financial terms and other terms of the agreement.
  5. I will not knowingly mislead the client about what they will receive as a result of coaching or from working with me as a coach.
  6. I will not give my current or future clients information or advice that could be interpreted ambiguously.
  7. I will not use any aspect of my relationship with the client for personal, professional or other purposes, or to gain advantage or benefit.
  8. I will respect the client’s right to stop a coaching session at any time. I will pay attention to signs that the client is no longer benefiting from working with me.
  9. If I am sure that another coach or another specialist would help the client more, I will support them in their new choice.
  10. I will suggest that my client contact another relevant specialist if this is more useful and necessary at the moment.
  11. I will make every effort to notify the authorities if a client expresses an intention to harm other people.

3. Confidentiality and the client’s privacy

  1. I will respect my client’s right to privacy regarding information received during our interaction, except in cases expressly provided for by law.
  2. I will obtain my clients’ consent before disclosing their names as clients or referees, or any other information about them.
  3. I will obtain my client’s permission to disclose information about them if a commercial offer is received from a third party.

4. Conflict of interest

  1. I will try to avoid conflicts between my interests and the interests of my clients.
  2. If a conflict has arisen or is developing, I will make every effort to discuss with the client ways of resolving it, primarily in the client’s interests.
  3. I will inform my client of any benefits from third parties received as a result of the client’s referrals.
  4. I will accept barter, goods and other non-monetary items as payment for my services if this does not affect the relationship with the client.

5. Coach’s oath

As a professional coach, I declare and solemnly swear to fulfil my obligations towards clients, colleagues and society as a whole. I swear to follow the Code of Ethics of the Association, to treat people with dignity as independent and equal, and to apply these standards with those to whom I provide coaching.

6. Conduct of an Association member based on APC ethical norms

  1. A member of the Association strives to contribute to the goals of the Association through positive behaviour, appearance, speech and image.
  2. A member of the Association undertakes not to cause any reputational or material damage to the Association through their behaviour.
  3. A member of the Association tries not to misinform potential members, by exaggeration, understatement or otherwise, about the activities, goals, Mission and merits of the Association.
  4. Members of the Association may not cause harm to other members — reputational, material or any other.
  5. A member of the Association is its face and representative.

15Core coaching competencies based on the 11 coaching competencies of Thomas Leonard

No. 1Meeting ethical guidelines and professional standards

Understanding the ethics and standards of coaching and the ability to apply them appropriately in all coaching situations.

  1. Understands and strictly follows the Ethical Standards of the Association of Professional Coaches (APC);
  2. Clearly distinguishes between coaching, consulting, psychotherapy and other forms of professional help;
  3. Refers the client to another specialist when needed, knows when this is necessary and what resources are available.

No. 2Establishing the coaching agreement

The ability to understand what is required in each specific coaching interaction and to reach agreement with a prospective or new client about the coaching process and the relationship.

  1. Understands and effectively discusses with the client the guidelines and specific parameters of the coaching relationship (e.g. logistics, fees, scheduling, involvement of third parties if appropriate and acceptable);
  2. Reaches agreement about what is appropriate in the relationship and what is not, what is and is not being offered, and about the responsibilities of the coach and the client;
  3. Determines whether there is an effective match between their coaching method and the needs of the prospective client.

No. 3Establishing trust with the client

The ability to create a safe, supportive environment that produces ongoing mutual respect and trust.

  1. Shows genuine concern for the client’s welfare and future;
  2. Continuously demonstrates personal integrity, honesty and sincerity;
  3. Establishes clear agreements and keeps promises;
  4. Demonstrates respect for the client’s perceptions, learning style and personal being;
  5. Provides ongoing support for and champions new behaviours and actions, including those involving risk-taking and fear of failure;
  6. Asks the client’s permission to coach them in new, sensitive areas.

No. 4Coaching presence

The ability to be fully conscious and create a spontaneous relationship with the client, using a style that is open, flexible and confident.

  1. Is present and flexible during the coaching process, “dancing in the moment”;
  2. Accesses their own intuition and trusts the client’s inner knowing — “listens to the inner voice”;
  3. Is open to not knowing and takes risks;
  4. Sees many ways to work with the client and chooses in the moment what is most effective;
  5. Uses humour effectively to create lightness and energy;
  6. Confidently shifts perspectives and experiments with new possibilities for their own action;
  7. Demonstrates confidence in working with strong emotions and can self-manage without being overpowered or enmeshed by the client’s emotions.

No. 5Active listening

The ability to focus completely on what the client is saying and not saying, to understand the meaning of what is said in the context of the client’s desires, and to support the client’s self-expression.

  1. Attends to the client and the client’s agenda, not to the coach’s own agenda for the client;
  2. Hears the client’s concerns, doubts, goals, values and beliefs about what is and is not possible;
  3. Distinguishes between words, tone of voice and body language;
  4. Summarises, paraphrases, reiterates and mirrors back what the client has said to ensure clarity and understanding;
  5. Encourages, accepts, explores and reinforces the client’s expression of feelings, perceptions, concerns, beliefs, suggestions, etc.;
  6. Integrates and builds on the client’s ideas and suggestions;
  7. “Bottom-lines” or understands the essence of the client’s communication and helps the client get there rather than engaging in long descriptive stories;
  8. Allows the client to vent or “clear” the situation without judgement or attachment in order to move on to next steps.

No. 6Powerful questioning

The ability to ask questions that reveal the information needed for maximum benefit to the coaching relationship and the client.

  1. Asks questions that reflect active listening and an understanding of the client’s perspective;
  2. Asks questions that evoke discovery, insight, commitment or action (e.g. those that challenge the client’s assumptions);
  3. Asks open-ended questions that create greater clarity, possibility or new learning;
  4. Asks questions that move the client towards what they desire, not questions that ask the client to justify or look backwards.

No. 7Direct communication

The ability to communicate effectively during coaching sessions and to use language that has the greatest positive impact on the client.

  1. Is clear, articulate and direct in sharing and providing feedback;
  2. Reframes and articulates to help the client understand from another perspective what they want or are uncertain about;
  3. Clearly states coaching objectives, the meeting agenda and the purpose of techniques or exercises;
  4. Uses language appropriate and respectful to the client (e.g. non-sexist, non-racist, non-technical, non-jargon);
  5. Uses metaphor and analogy to help illustrate a point or paint a verbal picture.

No. 8Creating awareness

The ability to integrate and accurately evaluate multiple sources of information and to make interpretations that help the client gain awareness and thereby achieve agreed-upon results.

  1. Goes beyond what is said in assessing the client’s concerns, not getting hooked by the client’s description;
  2. Invokes inquiry for greater understanding, awareness and clarity;
  3. Identifies for the client their underlying concerns, typical and fixed ways of perceiving themselves and the world, differences between facts and interpretation, and disparities between thoughts, feelings and action;
  4. Helps clients discover new thoughts, beliefs, perceptions, emotions, moods, etc. that strengthen their ability to take action and achieve what is important to them;
  5. Communicates broader perspectives to clients and inspires commitment to shift their viewpoints and find new possibilities for action;
  6. Helps clients see the different, interrelated factors that affect them and their behaviour (e.g. thoughts, emotions, body, background, environment);
  7. Expresses insights to clients in ways that are useful and meaningful for the client;
  8. Identifies major strengths and major areas for learning and growth, and what is most important to address during coaching;
  9. Asks the client to distinguish between trivial and significant issues, situational and recurring behaviours, when detecting a separation between what is being stated and what is being done.

No. 9Designing actions

The ability to create with the client opportunities for ongoing learning, during coaching and in work/life situations, and for taking new actions that will most effectively lead to agreed-upon coaching results.

  1. Brainstorms and assists the client to define actions that will enable the client to demonstrate, practise and deepen new learning;
  2. Helps the client to focus on and systematically explore specific concerns and opportunities that are central to agreed-upon coaching goals;
  3. Engages the client to explore alternative ideas and solutions, to evaluate options and to make related decisions;
  4. Promotes active experimentation and self-discovery, where the client applies what has been discussed and learned during sessions immediately afterwards in their work or life;
  5. Celebrates the client’s successes and capabilities for future growth;
  6. Challenges the client’s assumptions and perspectives to provoke new ideas and find new possibilities for action;
  7. Advocates or brings forward points of view that are aligned with the client’s goals and, without attachment, engages the client to consider them;
  8. Helps the client “Do It Now” during the coaching session, providing immediate support;
  9. Encourages stretches and challenges but also a comfortable pace of learning.

No. 10Planning and goal setting

The ability to develop and maintain an effective coaching plan with the client.

  1. Consolidates collected information and establishes with the client a coaching plan and development goals that address concerns and major areas for learning and development;
  2. Creates a plan with results that are attainable, measurable, specific and have target dates;
  3. Makes plan adjustments as warranted by the coaching process and by changes in the situation;
  4. Helps the client identify and access different resources for learning (e.g. books, other professionals);
  5. Identifies and targets early successes that are important to the client.

No. 11Managing progress and accountability

The ability to hold attention on what is important for the client and to leave responsibility with the client to take action.

  1. Clearly requests of the client actions that will move them towards their stated goals;
  2. Demonstrates follow-through by asking the client about those actions that the client committed to during previous sessions;
  3. Acknowledges the client for what they have done, not done, learned or become aware of since the previous coaching session(s);
  4. Effectively prepares, organises and reviews with the client information obtained during sessions;
  5. Keeps the client on track between sessions by holding attention on the coaching plan and outcomes, agreed-upon courses of action and topics for future session(s);
  6. Focuses on the coaching plan but is also open to adjusting behaviours and actions based on the coaching process and shifts in direction during sessions;
  7. Is able to move back and forth between the big picture of where the client is heading, setting a context for what is being discussed and where the client wishes to go;
  8. Promotes the client’s self-discipline and holds the client accountable for what they say they are going to do, for the results of an intended action, or for a specific plan with related time frames;
  9. Develops the client’s ability to make decisions, address key concerns and develop themselves (to get feedback, determine priorities and set the pace of learning, reflect on and learn from experiences);
  10. Positively confronts the client with the fact that they did not take agreed-upon actions.