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Coaching

In: Business and Management

Submitted By hellobrother
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Pages 18
Leadership
Coaching is the latest buzz—but all too often companies embark on coaching initiatives that are not well thought out, that their executives do not embrace, and that are doomed to fail. In Chapter 24 of the OWP (Orchestrating Winning Performance) Book 2008, “Riding the winds of global change”, to be published in September 2008,Professor Jack Wood explains how organizations can instead implement a thoughtful, integrated coaching strategy which can deliver long-lasting results.
The purpose of coaching isn’t performance improvement
HR managers often assume that the purpose of coaching is to increase managers’ performance. However, our survey of participants attending a pilot coaching session in the OWP revealed that this is not what executives want. The top three coaching objectives were:
- life development – balancing personal and professional roles more effectively
- leadership – developing interpersonal and team leadership skills
- self-awareness – becoming more aware of my shortcomings and growth opportunities as a leader, and understanding the origins and history of my behavior in work and its impact on others.
The difference between coaches, mentors and managers
Coaching initiatives fail in part because the distinction between the role of manager, mentor and coach is not well understood. Each can each help executives meet their principal objectives—life development, leadership and self-awareness—but a manager, a mentor and a coach are not the same things. Their roles are distinct, their tasks are different, and each is occupied with different aspects of an executive’s daily job, long-term career and life.
Managers
A manager occupies a formal role within an organization and is responsible for ensuring that the primary tasks of the team/department/business unit/corporation are met. A manager can use coaching skills to informally coach a

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