The use of Executive Coaching for individuals within the organizations is on an increase – recent surveys conducted by The School of Coaching and the Charted Institute for Personnel and Development in the UK indicate that between 92 and 97% of organizations use coaching services.
However only a few organizations are fully committed to developing a coaching culture to create a new way of management. Some pioneering ones have adopted this new style but many others are still struggling and trying to keep in toe. They more often than not find themselves slipping back into the pattern of command and control management habits.
Here are some of the authoritative views on coaching and its benefits:
Sir John Whitmore lists the following benefits of coaching:
- Improved performance and productivity – given that coaching brings out the best in individuals and teams.
- Improved relationships – since the questioning style he (read-manager coach) advocates clearly values the coachee and his/ her answer.
- More time for the manager – based on the argument that those who are coached welcome responsibility and do not have to be chased or watched.
- Greater flexibility and adapability to change – given that coaching is about being responsive as well as responsible.
Many advance this argument by suggesting that coaching produces results which are not only desirable, but an absolute necessity in today’s environment. Peter M. Pay, the former European Training Manager for ICI and now an independent consultant described its relevance as ” In a modern, high performance world, every organization requires highly competent staff, who frequently provide its principal ‘competitive edge’. Without skilled, motivated and confident employees, few organizations will succeed in the long term. “
A further point is added to the benefits listed above by Bernard Redshaw, an independent management training consultant, who claims that when good coaching is widespread, the whole organization can learn new things more quickly, and can therefore adapt to change more effectively.
(Acknowledgements: John Whitmore, Coaching for Performance ; Peter M Pay, The Coaching Challenge – Organisations and People)