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Coaching is
one of the most accessible and time-efficient ways to learn. This is
especially important for busy executives who generally have less time for
learning.
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More
organizations than not are hiring executive coaches.
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Companies
are using executive coaching to support a variety of their learning and
organizational goals. Executive coaching, among other interventions, is used
to revitalize management, develop capacities to meet the requirements of
fragmented markets, to help manage downsizing, and to develop emotional
intelligence. It is also a tool for developing potential, building teams, or
inspiring company loyalty.
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Coaching is
viewed as a valuable avenue for professional development as often as it is a
corrective measure. Companies are more proactive about avoiding problems
than merely reacting to them.
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Evaluations
that once focused more narrowly on self-reports of satisfaction and
improvements are beginning to include wider measures of the impact for the
entire organization.
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Several
different measures have been applied to the impact evaluation and the
results are universally positive. Even the most stringent bottom-line
indicator-ROI-shows exceptional returns.
Factors that influence the outcomes of coaching engagements are beginning to
be identified. This is a new area of interest that deserves greater
attention and holds enormous promise to gain greater specificity regarding
the "who?" "what?" "when?" and "how?" of executive coaching.
