Ten Trends Driving Organizational Coaching

Carol Goldsmith December 21, 2016 2
Ten Trends Driving Organizational Coaching

Deploy coaches already on staff

Most organizations prefer the low- or no-cost option of having current employees with coaching credentials coach on top of their full-time jobs.

Often a coach who works in OD, HR, or Learning & Development (L&D) spearheads the recruitment effort by asking for a show of hands among staff who want to coach internally. Such was the case with Cisco lead coach Beth Huebner, who shared her story at the 2015 Capital Coaches Conference.

“We put out the word that we were looking for people who were interested and qualified to coach in addition to their current jobs,” she said. “Out of 75,000 employees, we found 30 who had certifications in coaching or psychology. They’re now listed as internal coaches on the Cisco website. Any manager can click on our website and register to get six sessions of coaching and a 360 assessment. This is all volunteer-based; coaches get no pay for this. It’s all for the love of coaching.”

The U.S. federal government takes a similar approach. The Federal Coaching Network is compiling a registry of federal employees across the civilian and defense space who possess the 60 hours of coach-specific training required for ICF membership. Once the registry is complete, federal employees will be able to arrange pro-bono coaching on their own time with a trained coach.

European organizations are way ahead of the internal coaching curve. Speaking at the 2015 World Business and Executive Coach Summit (WBECS), a panel of global coaching directors from Google, GlaxoSmithKline (GSK), and PwC (Pricewaterhouse Coopers) reported that 79% of companies in the U.K. are increasing their use of internal coaches.

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2 Comments on "Ten Trends Driving Organizational Coaching"

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Rey Carr
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With the increasing use of polls and surveys by different coaching groups or independent survey firms, it has become more difficult to integrate the different findings into a coherent picture.

Carol Goldsmith integrates the results from different surveys/interviews brilliantly in this article; and for those with a short attention span, she’s even included the top 10 in an executive summary.

Most of the organizations that conduct coaching surveys do not point out the limitations of their instrument or data collection procedures. However, when such surveys are combined, as they are in this article, the resulting data can be more credible.

Carol Goldsmith
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Thank you for the kind comment, Rey. Glad you found the article to be useful.
Be your best, Carol

Carol Goldsmith, PCC, NLPT
The Discovery Coach

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