In your last issue (November/December 2007), the contributor of the opinion piece called for coaching to be integrated into managers’ everyday skillsets.
What should have been mentioned is that not all managers need to be able to coach, because, as far as I can see, coaching models and approaches are really suitable largely to those dealing with coachees who are in managerial positions.
Many managers – for example, in manufacturing and assembly or process industries – deal with line staff, whose needs are for mentoring rather than coaching. Giving them coaching training would be a luxury that would have little business value.
Jane Clarke,
Training manager,
Nottingham
