Coaching confusion

More than a third of companies are clueless about what their executives gain from coaching programmes.

A global survey of 15,000 coaches and their clients found that 38% of coaches were given a free rein by the organisations that hired them. As a result, according to Performance Coaching International (PCI), which commissioned the research, companies “had no idea if what was being taught was in line with company strategy”.

PCI performance coaching head Kevin McAlpin said this opened the door for rogue coaches. “They infiltrate one line of the business, driving their own agenda not the organisation’s, taking the executive and, in extreme cases, a whole section of the business off in a different direction.

“If they develop a strategy or leadership style not aligned to that of the organisation, this will reduce efficiency and consequently [will affect] results.”

The research found 40% of clients used coaching to improve their performance, while 34% thought it would raise their confidence, and 30% that it would enhance their leadership style.

More than half (53%) of the clients surveyed used coaching to develop a skill, with communications and interpersonal skills, time management, dealing with conflict and managing change the most popular areas.

The main reasons organisations do not use coaches are:



  • They’re unsure of its cost-effectiveness

  • It is too costly

  • They worry sessions are just a cosy chat

  • They think coachees spent too much time out of work

  • They’re unclear about results or benefits.

PCI said the research was split across public and private organisations and was undertaken by a Brunel University researcher during 2005, with 78% of respondents in the UK, US and Australia.



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