Wellcoaches Certification

Front 1

True or false: According to founder, W. Timothy Gallwey, coaching is “the art of creating an environment, through conversation and a way of being, that facilitates the process by which a person can move toward desired goals in a fulfilling manner”

Back 1

True

Front 2

What are the three coaching types that Wellcoaches recognizes?

Back 2

Wellness, fitness, and health.

Front 3

How does coaching differ from training?

Back 3

1) no expert hat; 2) approaches the future as opposed to the past (counseling); 3) different ethics w/coaching than counseling; 4) confidentiality.

Front 4

Fill in the blank: Coaches ________ clients towards their goals, not _______, in a fulfilling manner.

Back 4

assist; push

Front 5

According to Bandara, what are the four factors that move us towards unhealthy or unwise choices?

Back 5

the demands of everyday life, which have never been greater; bewildering array of wellness guidelines, products, and services, making it difficult to create a personal formula; challenge of navigating the inevitable obstacles to making changes, including confusion, resistance, and ambivalence; many of us have histories of repeated failure.

Front 6

Diet and exercise are now being joined by these two other areas to encompass wellbeing:

Back 6

Stress management and life satisfaction.

Front 7

Only __ in __ engage in all of the top-six health behaviors: 1:5, 1:10, 1:20, or 1:30?

Back 7

1:20

Front 8

What are the top 6 health behaviors?

Back 8

regular exercise, healthful
fat intake, at least five servings of fruits and vegetables daily, limited drinking, non-smoking, and maintaining a healthy weight.

Front 9

Name 4 tools in the health and wellness field designed to help us?

Back 9

experts, assessments, resources, guidelines, technology, books, web tools, and beautiful high-tech facilities.

Front 10

The expert approach is vital when we are facing an immediate health crisis or considering surgery. It is not ideal when we want to lose weight, reduce stress, or develop a positive and confident mindset. What are we really telling our clients when we give them information instead of promote self-efficacy?

Back 10

You are not in charge!

Front 11

Building confidence requires new
patterns of...

Back 11

thinking, doing, and relating

Front 12

What are the two things we need to be successful with our health endeavors?

Back 12

1) a heartfelt
higher purpose; 2) need to develop a wellness, health, and fitness behavioral plan that
is personally tailored to our circumstances and capacities.

Front 13

The goal of coaching is to encourage: a) personal responsibility, b) deep thinking, c) self-discovery, d) self-efficacy or e) all of the above

Back 13

e) all of the above

Front 14

What Is Coaching Psychology?

Back 14

The science of coaching relationships designed to optimize
health and well-being, founded upon evidence-based theories
and fields.

Front 15

True or false: coaching generally works with people suffering from clinical dysfunctionality?

Back 15

False: Coaching works with people who are already doing some things well in
their lives and who wish to do better or to develop in other dimensions.

Front 16

The outcomes delivered by coaches include (name 3):

Back 16

• Increased self-awareness and self-knowledge
• Acquisition of new knowledge and skills
• Attainment of personal and professional goals
• Sustainable behavior change
• Increased life satisfaction
• Increased self-efficacy
• Becoming one’s best sel

Front 17

One’s best self includes:

Back 17

high self-esteem, and self-efficacy

Front 18

Three key components of coaching psychology used by professional coaches are:

Back 18

values, relational skills, and coaching processes, evidence based where possible.

Front 19

What Brings Clients to Coaching? (name as many as possible)

Back 19

1. Quick Fixes Over; 2. Precious Asset; 3. Get off the Fence; 4. Not about Weight; 5. Be the Boss; 6. Health Style; 7. Mental Game; 8. Peak Performance; 9. Big Picture / Small Steps; 10.Confidence; 11.Winning the Wellness Game; 12.Close the Gap

Front 20

During the first coaching session (45-90 minutes), clients commit orally to a vision and three-month plan. Clients confirm that they are ready and want to do the work to make changes in at least one area. This is also referred to as the...

Back 20

health, fitness, or wellness
planning session and ideally is completed once per year.

Front 21

There are a number of organizations which promulgate standards and
ethical codes of conduct for the coaching profession. Two of the better known are:

Back 21

the International Coach Federation
(www.coachfederation.org) and the International Association of
Coaching (www.certifiedcoach.org).

Front 22

Explain what is meant by “relationship is the heart of coaching”.

Back 22

Coaching is a growth-fostering relationship that enables clients to reach their goals and fulfill their visions.

Front 23

List several dimensions of relationship building and give
examples.

Back 23

Megan Tschannen-Moran defines trust as the “willingness to be vulnerable to another based on the confidence that the other is
benevolent, honest, open, reliable, and competent” (2004); other areas include:
1. Hold unconditional positive regard; 2. Show empathy;
3. Be humble role models;
4. Slow down; 5. Pay full attention; 6. Under-promise and over-deliver;
7. The client finds the answers;
8. Confidentiality is crucial;
9. Be honest.

Front 24

Coaching is about fostering growth, not ________ it.

Back 24

forcing

Front 25

What is mindfulness? Give an example of an exercise to increase mindfulness

Back 25

Mindfulness is the non-judgmental awareness of what is happening in the present moment; an example is the raisin test, or breathing exercises at the beginning of a session.

Front 26

Define “mindful listening” and discuss its importance in building
trust and rapport.

Back 26

Mindful listening is the most important of all coaching skills. Listening that brings full, non-judgmental awareness of what someone is saying in the present moment is the hallmark of great coaching.

Front 27

What does it mean for a coach to “listen until I don’t exist”?

Back 27

Coaches must silence the voices in their own head so they can
actively pay attention to the voice of the client.

Front 28

What is open-ended inquiry? Give an example of an open-ended
and a closed-ended question.

Back 28

To enable clients to open up and to tell their stories, it’s important to ask open-ended questions. Open-ended questions require long, narrative answers.

Front 29

What are perceptive reflections in the context of a coaching
conversation? Give an example.

Back 29

Perceptive reflections are a form of listening; They enable clients to hear what they are saying from the vantage point of another person

Front 30

Discuss the importance of silence in a coaching conversation.

Back 30

Silence has a way of evoking greatness from people. Silence sends the empowering message: “I believe that you can figure this out by going deeper.” Often, silence will lead to new insights and directional shifts that coaches may never have anticipated

Front 31

What is reframing? What can you do to reframe a coaching
conversation in a positive light?

Back 31

Positive reframing means framing a client’s experiences in positive terms. Once the conversation takes a positive turn, it is easier to engage in brainstorming, action planning, and forward movement.

Front 32

What is meant by the phrase, “My certainty is greater than your
doubt”

Back 32

At all times we champion our clients’ ability to realize their goals, especially when they lack self-efficacy. Our evidencing an upbeat and
energetic attitude, combined with a positive outlook, can enable our clients to find the courage for change.

Front 33

Describe several qualities of a masterful coach.

Back 33

Authentic empathy and complete acceptance come out of the pores of masterful coaches; masterful coaches know how to celebrate client success.

Front 34

What is the Transtheoretical Model? List the five stages of change and briefly describe each one.

Back 34

The Transtheoretical Model of behavior change (TTM), developed by Dr. James Prochaska, is based on more than twenty-five years of research measuring behavior change for a wide variety of health behaviors, including smoking cessation, exercise adoption, eating a lowfat diet, and mammography use. This model is a blueprint for effecting self-change in health behaviors, and can be readily applied in health, fitness, and wellness coaching; PreContemplation:
I Won't/I Can’t; Contemplation:
I Might; Preparation: I Will; Action: I Am; Maintenance:
I Still Am.

Front 35

Why is it important to identify the stage of change a client is in for a particular behavior.

Back 35

Clients will typically be in different stages of change for different areas or behaviors; Using inappropriate techniques that prematurely encourage new behaviors can discourage change.

Front 36

Pick an area of your own wellness that you would like to change or have changed recently and determine what stage of change you are in. What information did you use to determine your current stage of change

Back 36

diet; action - i evaluated my current level of activity and course of success.

Front 37

What are some strategies that you would use to help a client that is in the precontemplation “I can’t” stage get ready to take action

Back 37

The “I Can’t” people are aware they have a problem and need to change, but they believe change is too complicated and/or difficult. They
may have tried and failed in the past. These people are acutely aware of their barriers and need help to look at the barriers in a positive and
rational way so they can learn from them rather than being
overwhelmed by the negative emotions generated by past failures.

Front 38

What are some examples of weekly goals that someone in the preparation stage might set?

Back 38

"I will walk 30 minutes, 2x/wk, to lose weight beginning 4/24/11; I will meditate 8x/month at home beginning 4/28/11 to reduce my stress."

Front 39

What is the optimal time frame to initially set for coaching?

Back 39

A 3 to 6 month coaching program of weekly, biweekly, or monthly coaching sessions is usually ideal for most clients to establish new behaviors or habits

Front 40

What is decisional balance? What is the optimal ratio of pros and cons for someone to do a new behavior successfully?

Back 40

Weigh the pros and cons of a particular behavior or behavioral change; 2:1.

Front 41

What is self-efficacy? How does it impact behavior change

Back 41

“the belief that one has the capability to initiate or sustain a desired behavior”; The more vividly clients can remember and reconnect with their capacity to put their strengths to work, the more they will develop their self-efficacy and regain their sense of control.

Front 42

What are the processes of change? List two cognitive and two behavioral processes that promote behavior change.

Back 42

Carlo DiClemente, in his PhD dissertation, identified ten such processes
that describe what people actually do to change. Five are Cognitive Processes and five are Behavioral Processes of change; cognitive - Getting Information: Finding out about all the benefits (e.g., medical and lifestyle) of doing a behavior; Being Moved Emotionally: Taking to heart the health effects of a
behavior and using them to ignite your drive to change; Considering How Your Behavior Affects Others: For example,
thinking through what your children may be learning from
watching you perform a behavior; Behavior - Making a Commitment, Using Cues, and Using Substitution.

Front 43

Define operant conditioning. Give an example of an antecedent
condition.

Back 43

learning through positive and negative reinforcement, it is a form of learning that takes place when an instance of spontaneous behavior is
either reinforced or discouraged by its consequences; Examples of antecedent conditions could
include a long drive to get to the gym, an unpleasant workout environment, driving by a favorite ice cream shop, a particularly stressful day, or negative self-talk.

Front 44

What is the Mount Lasting Change Pyramid? How does this model help a client reach his or her best self?

Back 44

a graphic metaphor for health, fitness, and wellness coaching; The behavior change pyramid provides a guide to what it takes to make lasting changes in behavior, selfawareness, and self-image.

Front 45

What are the processes of change? List two cognitive and two behavioral processes that promote behavior change.

Back 45

Carlo DiClemente, in his PhD dissertation, identified ten such processes
that describe what people actually do to change. Five are Cognitive Processes and five are Behavioral Processes of change; cognitive - Getting Information: Finding out about all the benefits (e.g., medical and lifestyle) of doing a behavior; Being Moved Emotionally: Taking to heart the health effects of a
behavior and using them to ignite your drive to change; Considering How Your Behavior Affects Others: For example,
thinking through what your children may be learning from
watching you perform a behavior; Behavior - Making a Commitment, Using Cues, and Using Substitution.

Front 46

Define operant conditioning. Give an example of an antecedent
condition.

Back 46

learning through positive and negative reinforcement, it is a form of learning that takes place when an instance of spontaneous behavior is
either reinforced or discouraged by its consequences; Examples of antecedent conditions could
include a long drive to get to the gym, an unpleasant workout environment, driving by a favorite ice cream shop, a particularly stressful day, or negative self-talk.

Front 47

What is the Mount Lasting Change Pyramid? How does this model help a client reach his or her best self?

Back 47

a graphic metaphor for health, fitness, and wellness coaching; The behavior change pyramid provides a guide to what it takes to make lasting changes in behavior, selfawareness, and self-image.

Front 48

What are the five basic principles of Appreciative Inquiry? Give a brief
explanation of each principle.

Back 48

The Positive Principle: Positive Actions & Outcomes stem from
Positive Energy and Emotion; 2) The Constructionist Principle: Positive Energy and Emotion stem
from Positive Conversations and Interactions; 3) The Simultaneity Principle: Positive Conversations and
Interactions stem from Positive Questions and Reflections; 4) The Anticipatory Principle: Positive Questions and Reflections
stem from Positive Anticipation of the Future; 5) The Poetic Principle: Positive Anticipation of the Future stems
from Positive Attention in the Present.

Front 49

What is the 5-D cycle of AI? Describe each of the five “D’s.”

Back 49

1) define (focus), 2) discover (most important--what experiences have you succeeded with in the past?), 3) dream (wellness vision), 4) design (strategy), and 5) destiny

Front 50

Why is it important that the coach not rush through the discovery
process?

Back 50

It elevates self-confidence and lays the foundation for all
that follows.

Front 51

Define reframing. Give an example.

Back 51

Paraphrasing thoughts in a positive light to elicit good energy.

Front 52

If in using AI a coach cannot assist a client to move forward, (and if
the coach is certain s/he is not provoking client resistance), what should
the coach do?

Back 52

1) Honestly share your perception of the situation using perceptive
reflections and open-ended questions; 2) If the client is taking responsibility for what is going on, you can
return to the 5-D Cycle of AI to generate new goals and
promises; 3) If the client is denying responsibility for what is going on, you
might say, “There may be things going on here that are hurting
your motivation which I’m not qualified to handle.” Recommend
that the client see a therapist or join a support group; 4) Clients who fail to obtain outside help and/or to participate fully in
a coaching program after appropriate intervention may not be in
a space where they can work productively within a coaching
relationship. Letting go of uncooperative clients who are unwilling
or unable to work on their deeper issues is in everyone’s best
interest.

Front 53

How can the coach keep the coaching process light and fun for
clients and why is that important if the client is to be successful?

Back 53

adding variety,
changing approaches, using humor, surprising clients, or going the extra
mile in your communications and actions.

Front 54

AI encourages the coach to think of problem solving through strength
building rather than analyzing and “tackling problems head on”. Explain
what that statement means and how to do that in the coaching
conversation.

Back 54

focusing on positive, life-giving experiences, values,
conditions, and wishes, both coach and client are empowered to be Confidential Page 29 of 31 5/1/08
honest, and to make the coaching relationship as productive and as
enjoyable as possible.

Front 55

What are the four general
principles of MI?

Back 55

Express Empathy, Develop Discrepancy, Roll With Resistance, and Support Self-Efficacy.

Front 56

Define empathy and discuss how to use it in coaching.

Back 56

A respectful understanding of another
person’s experience, including his or her
feelings, needs, and desires.

Front 57

What is the difference between empathy and sympathy?

Back 57

Sympathy is feeling for the person whereas empathy is feeling with the person.

Front 58

What is Nonviolent Communication (NVC)? Describe the four steps
and distinctions made in the NVC communication process

Back 58

A process for enhancing empathic
connection and honest understanding
between people; 1) Make observations, not evaluations; 2) Express feelings, not thoughts; 3) Identify needs, not strategies; 4) Make requests, not demands

Front 59

What does developing discrepancy mean? What tools can a coach
use to develop discrepancy

Back 59

Allowing Pt's to use their ambivalence to determine where they are and where they'd like to be; intensive empathy and decisional balance and the “ready, willing, and able” rulers

Front 60

Name four types of reflections and give an example of each.

Back 60

1) simple
2) amplified
3) Double-Sided Reflections
4) Shifted-Focus Reflections

Front 61

Define decisional balance and discuss how it is used in coaching.

Back 61

Decisional balance involves evaluating the pros and cons of change:
What are the costs and benefits of not changing? What are the costs
and benefits of changing? The point of utilizing open-ended questions
and reflective listening statements is to encourage clients to consider
the pros and cons of change

Front 62

What are rulers? How are they used in coaching?

Back 62

enable clients to think out loud
about their readiness, willingness, and ability to change; to explore a client's level of commitment.

Front 63

What is rolling with resistance? How can you decrease the
likelihood of resistance talk

Back 63

The coach does not
determine for the client what their Dreams, Designs, and Destiny will be; intensive empathy combined with other MI techniques, such as
decisional balance and the “ready, willing, and able” rulers, to break free
of their internal constraints.

Front 64

Describe the differences and similarities between AI and MI

Back 64

MI is a tool or technique for assisting clients to change which, like AI,
also represents a mindset, a framework, and an inspirational way of
being with people. Recognizing that addicted populations have
significant resistance to change, particularly to change recommended
by experts, MI has developed a change model that preserves client
autonomy and utilizes collaborative partnerships in order to evoke the
motivation for change. These characteristics also ring true in the AI
change model. Both MI and AI empower clients to discern and
determine their own reasons for and paths of change; MI makes active use of empathy whereas AI tries to incorporate it.

Front 65

Define and describe the similarities, differences, and relationship
between self-efficacy and self-esteem

Back 65

Self-efficacy - the belief that one has the capability to initiate or sustain a desired behavior; self-esteem - the belief that one has value and self-worth as a person

Front 66

What strategies might coaches use to promote increased self-efficacy and self-esteem?

Back 66

Communicate confidence in the ability of clients to
reach their vision and achieve their goals; invoke TTM

Front 67

What are the four sources of self-efficacy identified by Bandura and how do they affect lasting change

Back 67

1) affective states - emotionally and physically
2) verbal persuasion
3) vicarious experiences
4) mastery experiences (most powerful);

Front 68

What are some strategies for enhancing self-esteem described in the
positive psychology literature

Back 68

Exercises to develop a positive
appreciation of and relationship to the past, present, and future.
1) Positive Past – Elevating Memories
2) Positive Present – Elevating Emotions
3) Positive Future – Elevating Trajectories
4)

Front 69

According to Mihaly Csikszentmihalyi, what is “flow”

Back 69

Flow occurs when both
challenges and skills are high and equal to each other; think about being in the zone, to describe it another way.

Front 70

What is Social Cognitive Theory?

Back 70

SCT asserts that human behavior is
determined by three factors which interact with each other in dynamic
and reciprocal ways: personal factors (such as what we believe and
how we feel about what we can do), environmental factors (such as our
support networks and role models) and behavioral factors (such as what
we ourselves experience and accomplish)

Front 71

To increase the frequency, intensity, and quality of their clients’ mastery
experiences, masterful coaches discern where clients are in

Back 71

Transtheoretic Model of Change