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    The Secrets of Organisational Coaching
    The Secrets of Organisational Coaching
    The Secrets of Organisational Coaching
    Ebook104 pages1 hour

    The Secrets of Organisational Coaching

    By Paul Turner

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    About this ebook

    Why is coaching in organisations growing in popularity? Why do organisations need a coaching culture? The answer for many organisations is the search for competitive advantage and success in an ever changing world.
    LanguageEnglish
    PublisherBookBaby
    Release dateAug 15, 2013
    ISBN9781483506111
    The Secrets of Organisational Coaching

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    • 5/5
      Now here is a book worth providing some feedback. The author is well credentialed, and knows of what he speaks. He gives credible citations for his conceptional views and deductions concerning the various aspects of what is coaching, and what is not. I was surprised to find an assessment guide which is meant to help review my firm’s progress in the areas of coaching culture, relationship building capability, coaching skills, coaching processes and coaching outputs. Very nice, haven’t seen this in any other books. Highly recommended.
    • 5/5
      It never occurred to me that many leading business coaches came from the sporting world. We can learn a lot about coaching from these people, and the author explains why so many of the top business coaches and motivators crossed-over from the sporting world. I think it is good that studies are cited to support the author’s assertions. It is a good read with a feeling of having learned a few things when all is done.

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    The Secrets of Organisational Coaching - Paul Turner

    Themes

    The Emergence of Organisational Coaching

    As organisations have found themselves looking to do more with less so coaching has moved centre stage as one response to the challenge of getting the most out of an organisation’s most expensive resource - their employees. Coaching is seen in some commercial quarters as a way of releasing individual potential to effect changes in the workplace through empowering and motivating employees. The potential of coaching in the workplace to improve employee performance has therefore generated increasing interest in recent years, not just in terms of behavioural change but for other reasons such as employee performance development.

    Using the search engine Google to trawl the worldwide web in June 2013 the term ‘coaching’ produced 185 million hits (a search on the same search engine in 2003 revealed 48.6 million hits). The interest generated by coaching has far outstripped the current interest in mentoring, which in June 2013 produced 35.5 million hits. The term ‘business coaching’ produced 155 million hits (1.86 million hits in 2009), ‘workplace coaching’ 14.7 million hits (15,600 hits in 2009) and ‘organisational/organisational coaching’ 14.8 million hits (21,540 hits in 2009). It is the latter two terms that this book reviews; an area that has begun to attract interest from a broad spectrum of people in commerce, business and academic circles, many of whom have an interest in exploring the strategic application of coaching in macro as well as micro terms, thus linking to organisational culture and leadership style and by the nature of the changes required to respond to social and economic conditions. Yet organisational coaching has existed in some form for a long time probably since the birth of the concept of an organisation and has been evidenced in research since the 1930s.

    Between 1937 and the 1960s literature mainly involved descriptive reports of managers coaching employees in workplaces and from this point more rigorous work started to emerge based on organisational coaching. The first peer-reviewed paper was published in 1937 (Gorby, 1937) and there was very little research (93 papers) until 2000 when the level of peer reviewed and doctoral research increased with 425 papers or PhD dissertations published up to May 2009. PhD research accounted for 61 of these papers. Evidence based studies are therefore increasing at a substantial rate (Grant, 2007). This situation has created a growing requirement for evaluation of coaching interventions within a workplace environment to support existing research (Blessing White, 2009).

    The contextual nature of my research relates to organisational coaching as a corporate strategy designed to maximise the potential of the workforce. The theoretical base of coaching is linked to other personal development interventions and comparative research has helped to define coaching both specifically and contextually (Walker, 2004). Coaching, in the modern sense of the word, is often perceived to occupy a position within the participative area of the leadership behaviour spectrum (Whitmore, 1999; Clutterbuck, and Megginson, 2005). The development of coaching coincided with one view that organisations benefit from a parallel leadership strategy, comprising of transactional behaviour to structure and control, which is often seen as managing; and transformational behaviour to motivate and influence, which is often discussed in terms of leading (Kotter, 1990; Bass Avolio, 1994). A balanced leadership approach, including behaviour that adapts to situations (Blanchard, Carlos and Randolph, 1996) places emphasis on interpersonal relationship and social skills, and a manager’s emotional capacity (Goleman, 1998). An imbalance between materialistic (transactional) and social (transformational) factors can impact negatively on organisational change programmes (Beer and Nohria, 2000). Organisations often struggle to simultaneously balance the two approaches. Organisations wishing to move from a predominantly authoritarian ‘command and control’ management approach to a participative management style to reflect the changing environment and socio-demographic changes, have sought to utilise coaching as a means to increase employee performance and productivity.

    The emergence of organisational coaching (Hamlin, Ellinger and Beattie 2008) perhaps reflects this trend. In the UK surveys by the Chartered Institute of Personnel and Development have identified coaching and mentoring becoming increasingly popular with coaching being placed second to in-house development programmes in terms of the most effective learning and talent development programmes in 2010 (in-house training programmes 56% compared to coaching at 51%). Evaluation of coaching was identified as on the increase with 36% of organisations evaluating yet only 44% of these evaluation approaches related to business measures (Chartered Institute of Personnel and Development, 2010). Recent surveys show similar trends with workplace coaching now seen as a key ingredient of learning and development strategies in many organisations.

    Organisational coaching could be viewed as a corporate strategy designed to maximise the potential of a workforce and, within an historical perspective, this stance could be argued as part of the search for a successful management formula for business success. This has led to management theory being part of a major academic industry based on a continuing output of new tenets of groundbreaking management principles or short-lived fads, dependent on the academic and practitioner viewpoints at a particular point in time. Re-engineering, total quality, downsizing, management by walking around; centralisation and decentralisation have all been fashionable as change trailblazers in academic and corporate circles before slipping into mid-life obscurity (Micklethwaite and Wooldridge, 1996). An example is books which identify best principles adopted by successful companies with a theme of excellence. Even by the time some of these books are read in large numbers, many of the companies begin to lose their winning-edge as profits begin to slide. Some would argue that many approaches developed by certain business gurus are insubstantial as these rely very little, if at all, on robust evidence-based research.

    Organisational coaching, as a relatively recent arrival, is still arguably in its ascendancy. How long the progressive curve lasts, will depend largely on the quality of the evidence-based research available to sustain the increasing corporate spend on

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