Here are the key coaching styles: Directive Coaching: Coach takes a hands-on approach and provides clear direction, structure and feedback. Used when the coachee lacks skills, experience or confidence. Non-Directive Coaching: Coach asks open-ended questions to help the coachee come to their own conclusions. Used when the coachee is capable and motivated but may benefit from an outside perspective. Collaborative Coaching: Coach and coachee work as partners, each contributing their expertise. Used when the situation is complex and both parties have valuable insights and skills to offer. Copyright © 2008 - 2012 Coaching styles (2/3)

1. Coaching Skills

2. Contents
2
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

3. Background
3
Why we need coaching? Why is effective coaching the key to organizational success
in the 21st century? The reason is simple – the role of managers have changed
fundamentally over the last decade and a new approach to people management is
essential for companies to succeed. Historically the evolution of coaching has been
influenced by many other fields of study including those of personal development,
adult education, psychology (sports, clinical, developmental, organizational, social
and industrial) and other organizational or leadership theories and practices. Since
the mid-1990s, coaching has developed into a more independent discipline and
professional associations such as the International Coach Federation have helped
develop a set of training standards
Copyright © 2008 - 2012

4. What is not coaching?
4
Coaching is not just another form of management or supervision. As
we will see, the key to successful coaching lies in the individual’s
willingness and ability to identify their own abilities or shortcomings
and to take action as needed. The coach can’t just tell the person
what to do, nor can the individual become too reliant on the coach’s
views and suggestions. The individual must be an active participant
in the process at all times and accept ultimate responsibility
Copyright © 2008 - 2012

5. Importance of coaching
5
Today the nature of business
is completely different from a
generation ago.
Organizations are more decentralized
There are fewer management levels
in organization
Employees are becoming more
empowered
Old career patterns doesn’t exist
Competition and globalization have
increased
Innovation and rapid response to
market place changes can be key to
success
Change is rapid and continuous
Increasingly, new technologies and
work processes are being adopted
In general, work pressures are
greater than ever
Copyright © 2008 - 2012

6. What makes a good coach?
6
The key skills of being a good coach are:
Building rapport
Empathy
Listening skills
Communication skills and
overcoming resistance
Understanding human
behavior
Problem-solving and
negotiating skills
Forward thinking and
proactive
Flexible, yet consistent
Enthusiasm and commit-
ment to the individual
Copyright © 2008 - 2012

7. Characteristics of good coach
7
Coaching
Positive
Supportive
Goal Oriented
Focused
Observant
Copyright © 2008 - 2012

8. Characteristics of good coach
8
Positive
• Coach job is not correcting mistakes, finding fault and assessing
blame
• Instead, a coach function is achieving productivity goals, by
coaching his/her staff to peak performance
Supportive
• Coach need to get workers what they need to do their job well,
including tools, time, instruction, answers to questions, and
protection from outside inference
Goal oriented
• Base your assignments on clear, definable goals
• Tie specific tasks to these goals
• Communicate those goals to the people who actually have to do
the work
Copyright © 2008 - 2012

9. Characteristics of good coach
9
Focused
• Effective communication is specific and focused
• Coaches are far more likely to get action of that employee leaves
the office focused on resolving an issue at hand
Observant
• Being observant means more than just keeping your eyes and ears
open
• Coaches need to be aware of what is not said as well as what is. If
coaches are paying attention, they no need to wait for somebody to
tell about a problem
Copyright © 2008 - 2012

10. Personal qualities of a coach
10
To become a good coach there are some personal
qualities which he/she will require. Those are
Analyze the change in mood and body language
Should be good in observing
Should maintain confidentiality wherever required
Warm and confidence-inspiring personality
Should not show bias while dealing with people
Willing to spend time and energy to learn coaching skills
Copyright © 2008 - 2012

11. Contents
11
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

12. Principles of coaching
12
There are 5 key principles of coaching. They are:
Build
Self Esteem
Validate
Understanding
Generate
Options
Inspire Action
Recognize Results
Copyright © 2008 - 2012

13. Characteristics of coaching
13
Coaching tries to maximize the staff in an
organization. Good coaching and management
have some features in common. They are:
Challenging
way of thinking
Getting
employees to
get involved
in new
experiences
Eager to learn
Welcoming
new ideas
Making time
available
Enthusiasm
Copyright © 2008 - 2012

14. What are coaching skills? (1/2)
14
• There are number of approaches to coaching.
• At present, these include Transpersonal, Solution Focused Coaching,
Cognitive-Behavioral and Co-Active.
• Although many individuals train as professional coaches, with a number of
courses, being university accredited starting from basic certificated training
through to that of PhD, the basic skills of coaching are now often taught to
managers in the form of two to four day training programmes.
• Few decades back managers were allowed to undergo “counseling”
session. However, the term ‘counseling’ was often felt to be an inappropriate
one as it tended to suggest that those who would benefit from such
interventions, were linked to the needs of a clinical population.
• The term coaching has none of these negative connotations and is regarded
as a way of helping individuals to maximize their performance.
Copyright © 2008 - 2012

15. Coaching is a business. You need to
sell yourself, schedule your time,
invoice clients, pay taxes and so on.
This need not be complex for a
business of one person.
Running your
business
Integrity
It is the duty of the coach to keep the
deep and dark secrets within them
and they should not share this even
with their life partner
Resilience
As a coach you have to control your
emotions. There will be more
negative aspects than positive things
sometimes.
Insight
Whilst connecting with others, you
also need to be able to stand back
and look critically at them, seeing
their inner issues and the way
forward for them.
What are coaching skills? (2/2)
15
Empathy
To be a good coach, you should have
a good rapport and connect to other
people at a personal level. Coaching
is not for introverts
Copyright © 2008 - 2012

16. Myths and realities
16
Reality: Coaching is for winners who seek to go to the next level
Myth : Coaching is for losers, a last-grasp effort before being shown the door
Reality: Coaching is about an impossible future and changing your life
Myth: Coaching is about filing leadership behaviour gaps
Reality: Coaching integrates leadership development and results
Myth: Coaching is a separate leadership development activity
Copyright © 2008 - 2012

17. Myths and realities
17
Reality: The Coaching is like a sports coach on the playing field, doing whatever
it takes to win
Myth : The Coach is a Process Consultant who ask questions from a distance
Reality: Coaching requires continuous, but not continual communication
Myth: Coaching is an activity that happens in annual reviews
Copyright © 2008 - 2012

18. Contents
18
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

19. Catalytic coaching conversations
19
Creating an extraordinary coaching relationship
Declare impossible future
Declare possible outcomes
Formulation
Provide 360-degree leadership feedback
Mount a successful change insurgency
Monitor successful change on a regular basis
and give feedback
Concentration
Copyright © 2008 - 2012

20. Catalytic coaching conversations
20
Create a source document and winning game plan
Build a team of talented A players
Instill winning game plan for each individual in a team
Momentum
ive
Executive Time Management: You = Your calendar
Executive catalytic breakthrough projects
Be a coach and mentor: Leader as coach
Breakthrough
Copyright © 2008 - 2012

21. Catalytic coaching conversations
21
Make a great decisions and judgment calls
Focus on the scoreboard
Executive Life Coaching: non-financial wealth
Sustainability
Copyright © 2008 - 2012

22. The seven Masterful Coaching ‘Come Froms’
22
1 A Masterful Coach stands totally committed to the person being coached
2 A Masterful Coach stands in people’s greatness even when they fall from it
3 A Masterful Coach comes from getting people to work backward from a vision
versus foreard from the part
4 A Masterful Coach speak from his or her stand versus reactions, never belittle
5 A Masterful Coach focuses in what is missing (the solution), not what is wrong
(the problem)
6 A Masterful Coach is committed to honest feedback needed for growth and
learning
7 A Masterful Coach comes from the view that anything is possible, every
situation is transformable, and the actions are up to you
Copyright © 2008 - 2012

23. Opportunities for Coaching
23
1
2
Excessive errors
3
Missing
deadlines
4 5
Copyright © 2008 - 2012

24. 5-phases of breakthrough
24
A Coach alters his or her approach in moving from one phase to the next
Formulation
Concen-
tration
Momentum
Break-
through
Sustain-
ability
Engage and
inquire into
impossible goals,
plans, leadership
and business
challenges
Launch an
initiative, a wow
project, or rapid
phototype, and
keep going in the
absence of results
Create a widening
circle of small
successes
Build on success
by scaling up
Set up business
process;
intituitionalize
gains
Copyright © 2008 - 2012

25. Social Grease versus Coaching Communication
25
Help and
Support
Give approval and praise to others.
Tell others what you believe will make
them feel good about themselves.
Reduce their feelings of heart by
telling them how much you care, and,
if possible, agree with them that
others acted improperly
Increase other people capacity to
confront their own ideas, create a
window into their own ind, and face
their unsurfaced assumptions, biases
and tears by acting in these ways
towards other people
Respect
for Others
Defer to other people, and do not
confront their reasoning or actions
Attribute to other people a high
capacity for self-reflection and self-
examination without becoming so
upset that they lose their
effectiveness and sense of self-
responsibility and choice. Test this
attribution
Copyright © 2008 - 2012

26. Social Grease versus Coaching Communication
26
Strength Advocate your position in order to
win. Hold your own position in the
face of advocacy. Feeling vulnerable
is a sign of weakness
Advocate your position, and combine
it with inquiry and self-reflection.
Feeling vulnerable while encouraging
inquiry is a sign of strength
Honesty
• Tell other people no lies, or tell
others all you think and feel
• Stick to your principles, values
and beliefs
• Encourage yourself and others to
say what they know yet fear to say
Minimze what might be otherwise
subject to distoration and covering
up the distoration
• Advocate your principles, values,
and beliefs in a way that invites
inquiry into them and encourage
others to do the same
Copyright © 2008 - 2012

27. Creating a predictable future versus possible future
27
The context that shapes
your perspectives,
beliefs and assumptions
your horizon of
possibility, automatic
self, winning strategy
paradigms
History
Your unconscious
success formula; how
you compensate for
what is not possible;
how you maximize
winning and avoid
losing; the source of our
success and limitations
Winning strategy
The future you inherited
by staying in your
historical horizon of
possibilities, winning
formula, unwritten rules
of the game; what you
do to improve on the
possibly reacting to the
part
Predictable future
The future you invent by
unearthing what you
passionately care about
and declaring the
impossible possible; the
future that matters to
you enough for you to
invent your whole self
and your organization
Possible future
Copyright © 2008 - 2012

28. A coach is a thinking partner
28
1. What unintented results are you getting?
Good questions to ask are:
2. How are you contributing to the unintented results?
3. How are you looking at the things now?
4. How do you need to look at things differently?
5. How could you look at the problem or solution in a different way?
6. Where are you stuck in an old pattern?
7. How do you need to shift your way of being, thinking, or behaving?
Copyright © 2008 - 2012

29. I selectData
I addMeaning
I makeAssumptions
I drawConclusions
I adoptBeliefs
I take
The ladder of inference
29
Actions
Copyright © 2008 - 2012

30. Boss vs. Coach
30
Talks a lot Listens a lot
Tells Asks
Presume Explores
Seeks control Seeks commitment
Orders Challenges
Works on and keeps
distant
Works with and makes
contact
Assign blame Takes responsibility
Copyright © 2008 - 2012

31. Contents
31
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

32. Generate Options
Explore Reality
Coaching models – GROW model
32
One of the models named ‘The GROW model’ was developed by Sir John
Whitmore for developing coaching skills for Managers. The GROW (goals, reality,
options, wrap up) model provides structure for coaching discussions with more
experienced learners. For less experienced learners, the process can be time
consuming and often too complex. The GROW model has 4 clear stages
Establish Goals
Agree action
Wrap up
Copyright © 2008 - 2012

33. Coaching models – The 7-step problem-solving
model
33
The seven-step problem-solving sequence
and accompanying questions that people
can ask themselves at each step:
Steps Actions
Evaluation
Which plans and strategies worked and
amending our action plans7
Problem identification Analyze the problem and challenge1
Goal selection What do I want to achieve?2
Generation of alternatives What can I do to achieve my goal?3
Consideration of the consequences Discuss the pros and cons4
Decision making What am I going to do?5
Implementation Time to do it!6
Copyright © 2008 - 2012

34. Coaching models – Shorter models
34
For instance, there are 2 models namely – STIR and PIE models
Select a problem
Target a solution
Implement a solution
Review outcome
Problem definition
Implement a solution
Evaluate outcome
The shorter models of problem-solving helps the manager to solve problems
quickly. These models are used for rapid processing of a problem. These
models provide the structure for coaching to take place, and once the process
is understood, the manager is then provided with the basic coaching skills
that he or she will require in order to make the coaching effective.
Copyright © 2008 - 2012

35. A Push versus Pull approach to Coaching/
leadership development
35
Push Programs
Pull Programs
Copyright © 2008 - 2012

36. Contents
36
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

37. Formal and Informal coaching
37
Informal coachingFormal coaching
Most of the conversation in
'coaching mode'
Manager can switch from coaching
mode to other management styles
Used explicitly Used explicitly or implicitly
Scheduled appointments Normal day-to-day conversations
Programme with beginning and end Ongoing process, a style of management
Copyright © 2008 - 2012

38. Traditional vs. Coaching-based organization
38
Traditional organization Coaching-based organization
Loses best employee Attracts and keeps quality people
Hierarchical Decentralized
Top-down management Empowered staff
Command and control Collaborative
Rigid and inflexible Innovative
Learning is stifled Learning is encouraged
Risk-averse Entrepreneurial
Annual performance appraisals Ongoing performance assessment
Training via courses Training via coaching
Resists change Responds quickly to change
Copyright © 2008 - 2012

39. Coaching styles (1/3)
39
There is no one right way to coach. There are some skills required
and some fundamentals to be followed. Different individuals in
different situation need different approaches. The idea of
switching styles may seem odd to some – but it is justified given
the variety of experiences one is likely to encoutered during
coaching session. There are 5 different scenarios
The Supporter or Enabler
The Teacher The Parent
The Listener The Task master
Copyright © 2008 - 2012

40. Coaching styles (2/3)
40
The Teacher: This is a traditional role. Here the coach is seen as someone with expertise
and knowledge that they can impart to more junior or less experienced staff members. For
e.g., a coach with experience in project management might be chosen to guide a new
manager who has just been assigned a major project
The Listener: This coaching style is quite different from previous one. As the name
suggests, the focus in this style is primarily on listening and the coach would either act as a
sounding board, an advisor or whatever the situation requires. There are many situations
where the ‘Listener style’ of coaching would be appropriate. Often individuals with specific
problems will need a safe place to vent their feelings or to seek help
The Supporter: This is a combination of teacher and listener. In this style, the individual
has a fairly clear idea of what they want to accomplish but need to do so. E.g. someone with
a fear of public speaking. An individual looking for help in dealing with a boss who is a bully.
A middle aged manager trying to plan the end of his career and ensuring retirement
Copyright © 2008 - 2012

41. Coaching styles (3/3)
41
The Parent: In the Parent style, the coach becomes something of an authority figure and
needs to direct the coaching process with a firm hand. In these cases, the individual may be
reluctant to accept coaching or somewhat immature in general and strict guidelines need to
be set. In this situation the individual often resists coaching while simultaneously looking for
praise and validation from the coach
The Taskmaster: The Taskmaster, taken the ‘Teacher’ several steps further. In this style
the coach needs to be very firm in order to deal with fairly serious problem. The typical case
where this style comes into play is with the chronic underachiever who is performing far
below their potential
Copyright © 2008 - 2012

42. Coaching downwards
42
Coaching downwards means coaching individual who
report directly to coach. There are several benefits for the
individuals because of this coaching culture. They are:
• Learn to solve own problems
• Improve managerial and interpersonal skills
• Have better relationships with colleagues
• Learn how to identify and act on development needs
• Have greater confidence
• Become more effective, assertive in dealing with people
• Have a positive impact on performance
• Have greater self-awareness and gain of new perspectives
• Acquire new skills and abilities
• Develop greater adaptability to change
• Improve work-life balance
• Reduce stress levels
Copyright © 2008 - 2012

43. Coaching upwards
43
Coaching upwards, means the
relatively unusual situation of coaching
one’s superior.
The Idea In Brief
By coaching your
boss you're
helping him or her
understand how to
be a better leader.
The underlying
principle: We all
have blind spots.
The end result: A
deeper awareness of
the intricate
workplace
relationships that
govern successful
companies.
The benefit to you:
Since you're being
the change there's a
strong chance that
you will achieve the
growth you desire.
Copyright © 2008 - 2012

44. Coaching sideways
44
Coaching sideways, means coaching one’s
colleagues or equals in the organization
In this type of coaching, each participant acts as both the coach and coachee (or client).
The result is a more collaborative leadership base committed to continuously becoming
more successful.
Benefits are
Enable leaders to give and receive ideas Share successful practices
Personal developmental plan Transfer training to workplace
Reduce isolation among leaders Encourage reflective practices
Establish collaborative norms More cohesive organizational culture
Build a shared knowledge base Accelerate leadership development
Copyright © 2008 - 2012

45. Contents
45
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

46. Elements of good coaching session
46
Establish a
purpose
Establish
ground rules
Keep focused
Develop a
dialogue
Speak clearly Discuss one
specific issue
Copyright © 2008 - 2012

47. Elements of good coaching session
47
Establish a
purpose
• Have a clear purpose at the beginning of coaching session will
enable you to conduct focused and productive discussion
Establish
ground rules
• As with any meeting, you and your employee need to have a
common understanding of certain factors like time and roles
Keep focused
• Avoid making ‘noise’ – anything that distracts from the atmosphere
• Do not look at your desktop or PDA
• Do not touch your papers
• Do not answer telephone/mobile
Copyright © 2008 - 2012

48. Elements of good coaching session
48
Develop
dialogue
• Do not launch into a monolog
• If you are coaching effectively, your employee should probably do
most of the talking
Speak clearly
• Use the simplest, most common terms
• Avoid the jargon
• Ensure to pass specific, short and clear message
• Use the known to explain the unknown
• Define the issue and limit the discussion to something manageable
• You need to resolve specific concern right away, though you get
other chances to discuss other concerns
Discuss one
specific issue
Copyright © 2008 - 2012

49. Typical issues addressed in coaching session
49
Business goals
BECOMING A
NEW MANAGER
TIME
MANAGEMENT
PERSONAL
GROWTH
DEALING WITH
CHANGE IN THE
ORGANIZATION
Copyright © 2008 - 2012

50. The coaching session – 7 step approach
50
Set the ground rules – time, place, duration, frequency, process etc.
Create a supportive and safe environment – establish rapport
Agree on the goals and objectives
Analyze the current situation and come to an agreement on key issues or
any problems at hand
Devise an action plan
Gain a commitment from the individual to the action plan
Monitor the situation and provide feedback
Copyright © 2008 - 2012

51. A new paradigm for Coaching
51
A leader is a coach and teacher versus commander and controller
The new paradigm of coaching is based on these guiding principles
Coaching is about standing in people’s greatness, not leadership lobotomies
Coaching is about creating impossible futures versus filling leadership
competency gaps
Coaching is about creating a winning game plan versus fluffy mission
statements
A Coach is a transformational agent, not a purveyor of transactional tips and
techniques
Coaches focus on the scoreboard and relationship needs to be robust - more
like an NFC football Coach with the quarterback versus a typical consulting
engagement
Copyright © 2008 - 2012

52. Masterful coaching wheel
52
Masterful Coaches inspire people to go to for extraordinary resuts and then call
forth for actions that are needed. This creates a pull for new leadership
competencies
It allows you to get a
handle on coaching
people of years time
It tells you what is
involved in producing
break-through results
It tells you how to
adjust your coaching
style, teachable points
of view and game plan
according to which
phase you are in
Copyright © 2008 - 2012

53. Contents
53
Coaching – Introduction and Background
Coaching principles and characteristics
Important concepts of coaching
Coaching models
Types of coaching and coaching styles
Coaching sessions and approaches
Key Learning's
Copyright © 2008 - 2012

54. Key learning's from Coaching
54
Coaching is the most effective way to
develop your staff/employees
Coaching is the key to managing
multiple priorities
Coaching leads to improved employee
performance, which leads to increased
productivity and bottom-line results
Coaching increases employees’ self-
esteem and job satisfaction
Copyright © 2008 - 2012

55. Benefits of coaching
55
• Receive personalized, one-to-one support focusing on individual
strengths and weaknesses
• Be able to ask questions, express a views and voice concerns in a
safe environment
• Have a sounding board for new ideas and suggestions
• Deal with specific problems or a general lack of confidence
• Identify personal and organizational goals and the steps needed to
realises them
• Manage their career and personal development
• Work on shortcomings or problems in a non-judgmental settings
• Feel valued and trusted in the organization, also get more involved
Copyright © 2008 - 2012

56. Responsibilities of the coach
56
The first rule of coaching is that it is a collaborative process and the coach’s job
is to act as a facilitator. The coach cannot end up solving the individual’s
problems at all time. But in general a coach should do the following
Be adept to
problem-solving
Be able to build
rapport with
others
Be honestly
interested in the
individual
Listen and be
seen to listen
very well
Be patient,
supportive and
enthusiastic
Have sound
communication
and negotiating
skills
Copyright © 2008 - 2012

57. Coaching mistakes to be avoided
57
Taking on other people’s
responsibilities
Coaching for the wrong
reasons
Too much talking; too little
listening
Unrealistic expectations
Empathising to a fault
Underestimating people’s
ability to change
Failing to coach the whole
person
Copyright © 2008 - 2012

58. Measuring success
58
What is the
client doing
well?
How could they
improve?
What
suggestions do
you have for their
future?
The executive coach is vested with the duty of the whole coaching project. It is his/her
responsibility to take surveys, interviews to gather initial and continuous feedback. The
following questions are considered important for measuring success
The coach has to probe for specific comments or answers if the reply given by the client
is general. The person conducting the interview will take careful, verbatim notes of all
comments and suggestions.
Copyright © 2008 - 2012

59. Barriers to effective coaching
59
Setting a benchmark which is unrealistic to achieve
Mismatch between the coaches and the audiences The unclear role boundaries between the role of
manager and coach
No proper support from the management Bitterness from those people who are not selected
in the program due to bias shown by the
management
Copyright © 2008 - 2012

60. Training the coach
60
To take up to the role of a coach, not everyone will be suitable. The candidates selected should be able
to coach and train others and they should be released from their own job function
To be a good trainer one should demonstrate the following skills:
Good verbal skills: The trainer should have the ability to listen, good presentation skills, ability
to summarize information, experience of giving feedback.
Good writing skills: ability to write business documents and summarize briefs
Knowledge in coaching and mentoring topics: These topics/skills include assertiveness,
conflict resolution, leadership, managing difficult people, negotiation and presentation skills
Prior experience: Previous experience will help in presenting new ideas, encouraging
colleagues to speak, managing disagreements
Copyright © 2008 - 2012

61. Coaching quality – Coaching feedback session
61
There are certain key points which has to be considered
to analyze the quality of coaching
Define what a
good job
looks like
Provide
Training
Measuring
Success
Feedback
loop
Copyright © 2008 - 2012

62. Things to do
62
• Stand totally committed to the person you are coaching
• Invite people to discover their own greatness and play a bigger game
• Reset people’s mind-set. Make sure they understand the Masterful Coaching paradigm
• Make sure people have something personally at stake in the goal
• Imagine an extraordinary relationship; define your 100 percent and your coachee’s 100
percent
• Get coaching on the calendar with a monthly meeting and a regular coaching call
• If the chemistry is not good, suggest another coach
• If the person does not have big goals and enough at stake, backoff
• Do not let coaching be adhoc, schedule it
• Do not pretend things are better from they really are; discuss the undiscussable
Copyright © 2008 - 2012