Engaging key stakeholders in the process of shaping the strategy helps ensure it is conducted in a realistic, relevant and manageable way, and that spending will be targeted where the return to the organisation will be high. It is important that senior executives are seen to support coaching and provide a strategic structure for it. Human Resources, Organisational Design or Talent Management should own coaching, provide the practical structure for it and integrate it into performance management processes. This will make coaching business-like and normative. Line managers should be supportive of the coaching processes, and responsible for ensuring coaching is conducted as appropriate.
Dr Anthony Grant of the University of Sydney recommends that coaching should be ‘a collaborative, solution-focused, results-oriented and systemic process’. Surveys conducted in areas where executive coaching is more established (North America, UK and Australia) show how integrating executive coaching with Human Resources or Organisational Design’s People Development strategies results in system-wide learning and measurable benefit for the organization.
At this stage, the value to be derived from using coaching to inform organisational learning in most South African organisations is not being recognised. Executive coaching tends to be a stand-alone process, often contracted on an ad-hoc basis. These organisations are sacrificing valuable opportunities. Another concern is that the absence of well implemented coaching processes can negatively impact the experience of the coachee.
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