Successful Coaching in Organisations

Coaching is a proven way of transforming business performance

90% of organisations with over 2000 employees use business coaching and 95% say that coaching has delivered tangible benefits to their business’  Institute of Leadership & Management.

It helps managers deal with change and find solutions to business problems using their own resources. It’s an effective way of creating a high performance culture in your organisation. Coaching uses one-to-one discussion and guided questioning to unlock inner potential. As a developmental tool it benefits both individuals and organisations in areas such as:

  • better communication and interpersonal skills
  • increased confidence and motivation
  • improved conflict resolution
  • better leadership performance
  • improved strategic planning

Often organisations use coaching as part wider development programmes to help embed and apply the learning such as change management, improving communications, leadership. Although these can be successful and can increase the ROI on the development investment, they can often be misinterpreted and thus lack success. Very often there is a ‘sheep dip’ approach to this type of coaching and delegates go along to coaching as it is part of the package without the full awareness of the impact the coaching can bring.

The success of coaching lies in the coaching contracts that are established at the outset as is the case with individual coaching outside development programmes.   These contracts are important both for the individual and the organisation. In all coaching, it is important that the individual coachee sets the agenda, they are a volunteer, want to change and understand the positive impact of the effect of that change on themselves and their work.

The opposite often happens: the organisation sets the agenda and coaches are not volunteers because coaching has been decided as the preferred method of supplementing the course learning. Some individuals do not really wish to change (even though the organisation may want them to) and are more inclined to blame the organisation for their problems and what is at stake for the organisation can become unimportant despite initial best intentions (eg no visible signs of improved leadership, communication in a department etc). The sessions can turn into opportunities for the individual to moan about the organisation reflecting the paralysis that people in the middle of organisations often experience.

Set in the right context and with open contracting with all parties, coaching as part of collective development programmes can lead to effective business improvement and close the gaps between and individual’s potential and performance – but only when that individual identifies choices that will lead to individual change which in turn impacts organisational improvement.

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