Coaching

by Jeremy Cassell and Tom Bird

Introduction

Coaching is all the rage at the moment. So why has it gone from being seen as a US-led fad to a mainstream management style in the UK? What has coaching got to do with effective modern management?

Recent studies show business coaching and executive coaching to be the most effective means for achieving sustainable growth, change and development in the individual, group and organisation.

Human Resources Monthly

There are some real changes and challenges facing UK business right now, including the following:

  • More virtual and remote teams
  • Businesses with less hierarchical responsibility
  • Fewer people having to achieve more
  • Non-stop focus on results
  • The difficulty of retaining good people.

Coaching can help in all these areas and many more.

Coaching is one of the fastest growing areas of development in the UK and around the world. The Chartered Institute of Personnel and Development (CIPD) 2004 Training Survey revealed that 80 per cent of respondents use coaching in their organisations for a range of reasons and all predictions suggest that coaching will continue to increase significantly.

Once used to bolster troubled employees, coaching is now part of the standard leadership development training for managers at IBM, HP, Glaxo, Linklaters and many other companies.

Organisations that have embraced coaching and stuck with it have noticed remarkable results. Coaching, done well, can be a powerful tool in implementing change, increasing motivation across teams and addressing individual performance issues, thereby harnessing the potential for improving results.

Many businesses that have been hardwired for consistency and control have seen themselves transformed into learning, change and creativity cultures. The result can be an organisation that is more profitable, better equipped to beat the competition and more likely to be able to build long-lasting relationships with its customers.