Coaching has become more in vogue in recent years, and it can be a powerful element in a leadership development program as well as for targeted development with executives. According to a 2009 Harvard Business Review research report “The Realities of Executive Coaching,” coaching can take on myriad forms and address numerous objectives, but it does work. Considering the wide range of potential coaching approaches, talent leaders can ensure that it works by defining this resource in the appropriate organizational and individual context for their organizations.

What Exactly Is Coaching?

The practice can include elements of mentoring, consulting, counseling and even simple advice. The 15-year old, 16,000-member International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.”

In the business context, this solution can be used to help practice new techniques for a board presentation, develop a strategic plan or lead a business transformation. In all these cases, the coaching subject benefits by having an external, objective voice facilitate self-discovery and recommend new practices, while at the same time taking responsibility for any actions needed to achieve results.

There is wide variation in the way organizations use coaches and in the suppliers who sell these services. Essentially, there are some really good coaches and some really bad ones out there, so talent managers need to discern between these extremes.

Whether the objective is to build leadership capability, facilitate succession planning or assist with executive transitions, coaching can be an effective part of the solution.
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According to Harvard’s “Realities of Executive Coaching” report, 94 percent of coaching engagements focus on executive transitions and high-potential development, so this investment is typically targeted at the most critical segments of the organization.

“Giving leaders the support of structured, individualized coaching is critical to build our business’ future leadership bench strength,” said Sarah Allen, head of human resources for BNY Mellon Asset Management.