Ten Trends Driving Organizational Coaching

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

Big data drives coaching

“There’s long been a belief that there’s no place for data in coaching,” says a coach-consultant in the data field. “Yes there is. You can identify the drivers of behavior in any organization – the drivers of engagement, retention, attrition, business results, teamwork.” She sees a big trend in organizations moving away from individual 360s, which are just about one person, and toward using focus groups and surveys to analyze and understand precisely what is needed to drive desired results.

Coaching becomes an employee benefit

Some leaders envision the day when coaching becomes as common in large organizations as a health club, cafeteria, or child care center. Notes one HR director, “Progressive companies recognize how providing everything from massages to meals benefits productivity and morale. Why not offer coaching, as well?” At least one university in southern California already does. And California, as we know, is where trends are born.

Final Thoughts

Perhaps the best way to end a paper on the future of coaching in organizations is to consult an oracle – specifically, an OD manager and early coaching champion at Oracle.

“In my crystal ball,” says Oracle’s Christine Barnes, “I see the biggest growth coming in the areas of internal coaches and coaching skills training for managers. Organizations will have a cadre of internal coaches who take care of front-line managers and maybe directors. These would be ICF-certified coaches who coach as part of their jobs – maybe coaching two or three people at a time. At Oracle, we have eight part-time internal coaches now.” She hopes to have 100 in another five years.

“Let’s face it,” she continues, “budgets aren’t going to suddenly start flowing with money for coaching. But as coaching becomes more credible, organizations will look for low-cost, effective ways to do it. That’s where internals come in. My dream is that anyone who wants a coach at Oracle can get one.”

As for external coaching, everyone interviewed for this report agreed that there will always be a role for externals to work with organizations as contract coaches, trainers, mentors, and coaching supervisors – especially those externals with internal coaching experience.

“External coaches will definitely be part of the solution,” concurs Oracle’s Barnes. “I would hope and think that coaching in organizations will increase as our world becomes more specialized, and coaching is accepted as a results-driven activity. Over time, it will be extended as a development option throughout the organization. People will think of coaching as a privilege that they earn the right to receive. That’s the future I see.”

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2 Comments »

  1. Rey Carr December 27, 2016 at 2:34 pm - Reply

    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 January 2, 2017 at 10:33 pm - Reply

      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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