Professional development doesn’t stand still and even those at the top of their game could benefit from executive coaching. Nina Bryant finds out what it involves.
If some of the world’s most prominent companies, from GE and Goldman Sachs to IBM, are willing to plough their millions into coaching programmes, it follows that there must be something valuable in them. Though conducted in 2001, still relevant is a study by Manchester Inc, Business Impact of Executive Coaching. It concluded that training combined with executive coaching improved peoples’ leadership skills by 77%, as opposed to 22% with training alone.
Whether employees enter into a coaching programme on their own or with a sponsor, no one can make progress until they’ve found the right coach. London-based leadership development and coaching consultancy The Performance Coach (TPC) always starts with a virtual chemistry session. This involves two coaches having a telephone consultation with the potential coachee to find the best person to take things forward.
According to Steve Blackwell, consultant coach at TPC, getting this right is crucial. “The ability to build relationships and rapport with clients is the single most important thing in coaching,” he says. “Our coaching process is built on validating the relationship that we establish with clients early on.”
This is an extract from the Finance & Management Magazine, Issue 237, November 2015.
Full article is available to Finance and Management Faculty members and subscribers of Faculties Online.