Coaching as a strategic intervention

Abstract

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as an as individual development intervention. This is classified first generation coaching with limited organisational impact. Additional benefits can be realised when the organisational sponsor takes a “quality control” perspective, and seeks to evaluate the effectiveness of the coaching intervention. This is described as the second generation of coaching. Another, and extremely powerful, element, which is rarely tapped, is the coaches’ learning. The third generation of coaching achieves the benefits of the first and second generation, but also harnesses and disseminates the learning the coach gains about the organization, to the benefit of the business and its people, thus realizing the maximum benefits of the coaching investment. Applies third generation coaching and describes working with RBSG and learning with them as they transform, utilizing coaching to its maximum benefit.

Citation

Rider, L. (2002), "Coaching as a strategic intervention", Industrial and Commercial Training, Vol. 34 No. 6, pp. 233-236. https://doi.org/10.1108/00197850210442476