Coaching is exploding as an industry. Today, more and more coaches, from
an ever-widening circle of backgrounds and schools of thought, offer
their services to organizations and individuals. The need within organizations,
particularly at senior levels, for this form of development work has
grown at an equally rapid rate.
As coaches ourselves, we care deeply about the work that we do and the
profession we represent. We are aware that there is a great deal of debate in
the field today. What is best practice? What is the optimal length of a coaching
engagement? Who is the client—the coachee or the organization paying
the bill? How should impact and return on investment be measured? What is
the line between personal and business issues? How can confidentiality be
preserved when supervisors and colleagues are part of the mix? Should
coaching be limited to top executives or extended to deeper levels of the organization?
What are the benefits of using external coaches rather than internal
coaches and vice versa?
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