Ten Trends Driving Organizational Coaching

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

Leaders have a coaching mindset

Tomorrow’s leaders won’t just have coaching competencies. They will have a coaching mindset – one that evolves and adapts to constant change in the VUCA age (volatility, uncertainty, chaos, and ambiguity).

“The earlier that leaders experience coaching and coaching skills training in their careers,” says one OD manager, “the sooner they will take a coach-like approach to developing the next generation of leaders.” Coaching will be woven into all future leadership development programs, and a growing number of leaders will decide to get trained as a coach.

Coaches embrace consulting

“Pure” coaching will give way to a “hybrid” model that combines coaching and consulting approaches – especially for C-suite clients. No longer will coaches feel obliged to check their prior career experience at the door. Those with particular subject matter expertise will market themselves as informed thought partners and sounding boards to leaders in the sectors that they know best.

“Business leaders want that mix of industry experience and great coaching credentials,” says Marshall Calman of CoachSource. “They expect some level of advice at appropriate points. If the coach has some insight or advice that the client hasn’t known to ask for, we’ve come to the point where it’s OK for the coach to say, ‘We have similar backgrounds. I have a thought or two. Would it be OK to share?’”

ICF Global’s CEO, Magdalena Mook, agrees that it’s fine for coaches to switch hats between coaching and consulting when needed – provided that they clearly distinguish between the two and seek clients’ permission before offering advice. Coaches who model professional coaching can set a powerful example for clients in leadership roles who are expected to coach as part of their job.

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2 Comments on "Ten Trends Driving Organizational Coaching"

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Rey Carr

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

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