| There are several obvious reasons why an | | | | which organisations will succeed in the long term. |
| organization may be keen to include coaching in a suite | | | | Training alone cannot hope to deliver this fully, |
| of human resource development interventions. It usually | | | | especially since it is generally accepted that as much |
| takes place in the actual work setting and so, not only | | | | as 80 per cent of work related training is actually |
| does this avoid the expense in terms of time and | | | | acquired on the job. Staff need to be guided, |
| money of the traditional classroom event, it means that | | | | supported, enabled and encouraged to obtain such |
| coaching is rooted in a genuine 'live' situation. As I've | | | | learning within work. This is what coaching should |
| described elsewhere, coaching is a learnt skill and so | | | | provide.' |
| regular coaching sessions will also be developmental | | | | Peter M Pay |
| for the coach as well as the coachee. | | | | It is worth noting that Pay goes on to point out that off |
| Before we get into the detail of these and other | | | | the job training should not be abandoned but supported |
| reasons for coaching, let's consider some more | | | | by good coaching so that development needs, large |
| authoritative views | | | | and small can be facilitated and met. |
| The coaching literature provides a comprehensive list | | | | The benefits described above are developed by the |
| of the benefits of coaching for the organization. For | | | | thoughts of Bernard Redshaw who claims that when |
| example: | | | | good coaching is widespread, the whole organization |
| Improved performance and productivity - given that | | | | can learn new things more quickly, and can therefore |
| coaching brings out the best in individuals and teams | | | | adapt to change more effectively. Moreover coaching |
| Improved relationships - since the questioning style he | | | | tends to be self-perpetuating because people who are |
| advocates clearly values the coachee and his/her | | | | well coached more readily become good coaches |
| answer | | | | themselves. So the more coaches an organization has, |
| More time for the manager - based on the argument | | | | the more it keeps on producing them. |
| that those who are coached welcome responsibility | | | | Every piece of literature I have ever consulted in |
| and do not have to be chased or watched | | | | researching my books and programmes provides a |
| Greater flexibility and adaptability to change - given | | | | number of benefits (mainly variations of those |
| that coaching is about being responsive as well as | | | | described above) with no suggestion anywhere that |
| responsible | | | | coaching is not a worthwhile activity. |
| John Whitmore | | | | I intend to follow this piece with further articles |
| Many advance this argument by suggesting that | | | | concerned with putting forward a detailed and |
| coaching produces results which are not only desirable, | | | | hopefully compelling argument for coaching in |
| but an absolute necessity in today's environment: | | | | organizations. I hope these points will help you convince |
| 'In a modern, high performance world, every | | | | both the skeptical coachee and the circumspect senior |
| organization requires highly competent staff, who | | | | team - who will need to be convinced that coaching |
| frequently provide its principal 'competitive edge'. | | | | creates value if they are to release the resources |
| Without skilled, motivated and confident employees, | | | | needed. |