Creating and maintaining a commercially viable executive coaching practice in South Africa (original) (raw)
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Professional status of executive coaching: a study of the South African market
2017
The study occurs against a backdrop of the growth of the coaching industry globally as it increases in popularity (Linley, 2006; Filley-Travis & Lane, 2006) particularly in organizational settings, where coaching is increasingly being relied upon as a significant part of learning and development (Joo, 2005). Despite the exponential growth, there is still no recognition of professional status by the state and society at large in the way that other professions are recognised. In 2008 the global coaching convention resolved to explore Dr. Kerrin Myres, for the generous support My family: Dusty Masiza for companionship at odd hours Langa Masiza and Nokulunga Masiza for being a loyal fan club Mphethi Morojele for bottomless patience Nokwazi Masiza for imparting the value of education and lifelong learning vii TABLE OF CONTENTS
Business Coaching for Managers and Organizations
2009
""Chapter 1: What this book is about What can I get out of coaching? Who is this book for? Description of each chapter Chapter 2: Do I need a coach? So, what is coaching? Who is coaching and being coached? Types of coaching • Executive/corporate coaching • Leadership coaching • Performance/skills coaching • Small business coaching • Career/transition coaching • Personal/Life coaching Coaching delivery Coaching relationships Do I need a coach or a counsellor? Key points Chapter 3: From the many to the few – making a shortlist Finding a coach: internal or external? Internal External • Local media • Using the internet • Search engines • Coaching referral services • Coaching warehouses • Networking events • Word of mouth Drawing up a shortlist Key points Chapter 4: Interviewing and selection criteria Coaching experience Business experience Qualifications Coaching processes • Contracting • Psychological assessments • Setting tasks • Using tools and techniques • Evaluating progress • Making referrals • Terminating the relationship Coaching methodologies • Psychotherapy • NLP coaching • Gestalt coaching • Cognitive behaviour therapy • Business coaching Ethics and boundaries Supervision Insurance Key points Chapter 5: Contracts and Agreements Contract elements • Objectives • Timescales • Meeting logistics • Coaching approach • Resources • Checkpoints • Responsibilities • Exclusions • Risks • Payment • Termination • Insurance • Confidentiality • Evaluation The coaching agreement What if it all goes wrong? Key points Chapter 6: How am I doing? Evaluating progress Why evaluate coaching? What do I need to check on? Who is involved in evaluation? When to evaluate The tools of coaching evaluation Being reflective Moving on or calling a halt? Key points Chapter 7: Recruiting a coaching faculty The recruitment process • Issue tender • Briefing session • Applications • Short listing Filtering Matching • Coaching database • Speed dating Key points Appendix 1 A Directory of Coaching Organisations Appendix 2 Coaching Qualifications • Example of qualifications provided by Universities • Examples of qualifications from private providers ""
EXECUTIVE SUMMARY The ‘Stimulating Enterprise through Coaching’ Programme was a significant effort to engage with disadvantaged communities to ‘build an entrepreneurial culture in deprived communities’ and provide personal support to individuals to facilitate enterprise creation. The programme sought to train 2.5 FTE Enterprise Coaches, engage with 750 individuals in local communities and help them consider enterprise as an option, and make 250 referrals to Business Link for full enterprise support towards business starts and self employment. The programme represented a shift away from support being focused upon enterprises as ideas or ventures towards integrated support for entrepreneurs. The programme’s main potential challenge was to provide this support for communities who traditionally have not engaged in enterprise nor responded to enterprise start-up initiatives. The rationale of the programme was to individualise support in a more personal (coaching) manner (in contrast to an administrative/advisory stance), in the world of the communities (as opposed to a ‘head office’ service location). The evaluation confirmed that the programme was highly successful in deploying enterprise coaches with an approach and in contexts that accessed the target communities. The outputs concerning engagement and referral were exceeded. The programme appeared to be well targeted with only minimal instances of participation by those outside of the intended population. The profile of participants confirmed that the programme yielded additionality for the target communities. The programme is an effective way of tackling the perceived market failure and underlying problem. Effective monitoring of outputs was evident. The programme provider demonstrated a keen commitment to learn and enhance provision. Several developments were made following discussion with the evaluators. En route assessments of the value of awareness sessions and satisfaction were used. In addition, frameworks for considering the entrepreneurial orientation of clients offered by the evaluators were utilised. Coaching as a support process was clarified through contrasts with other support roles such as, advisor, trainer, mentor etc. The evaluators’ focus group amongst the enterprise coaches facilitated shared understanding of good practice. Whilst there was some evidence of coaching relationships being associated with ongoing client support, the overwhelming majority were one-off sessions. This has limited the overall potential value of the programme to some degree. More rigorous detailing of goals, action plans and progress monitoring would be appropriate. Whilst the programme provider’s records of clients indicated appropriate take up from different genders, BME communities (and to a more limited extent age groups), the programme did not explicitly seek to adapt to differences in challenges facing specific communities, and this may be a development opportunity for future programmes. In providing feedback, the evaluation report details a number of frameworks that guide practice. An overall model summarises how effective enterprise coaching for communities is the product of: · appropriate coaches (in terms of personality, skills, operational practices and reflexivity) · appropriate clients (in terms of readiness for and responsiveness to coaching), a comprehensive enterprise development focus · a comprehensive enterprise development focus (addressing entrepreneurial intention, entrepreneurial skills and entrepreneurial capital) · an appropriate coaching process (in terms of breadth, depth and individualisation) · appropriate contextualisation for distinct communities (in terms of access, attunement to acceptance) The model enables an overview evaluation of the current programme to be derived. It draws attention to: · the potential variance amongst coaches and how structured approaches towards their selection and training might contribute alongside the encouragement of coach reflection upon their own practice. · the need to manage client expectations concerning advice, training and coaching and business start-up support, and achieving openness and responsiveness in an ongoing coaching relationship. A working alliance was established in a small number of the engagements and this was key to achieving true potential for the programme. · the need to help clients as a whole to a greater extent in more extensive aspects of their entrepreneurship development such as dealing with the expectations of significant others, developing self efficacy and preparedness; alongside development of entrepreneurial capital (networks etc.). · the need for more individualised, deeper coaching, developing goals and facilitating action occurring over more than one session. · the need to capture experience of working with distinct client groups to secure more tailored approaches towards access to, attunement to, and acceptance by different communities. It was regrettable that a proposed virtual resource centre for enterprise coaching could not be developed due to funding restrictions, but the potential and value of such a resource to provide guidance in each of the above key regards for future related programmes has been demonstrated even more clearly in the current evaluation. The consideration of outcomes in the process of delivering outputs within programmes is good practice. More explicit consideration of the overall outcomes may have further enhanced the focus upon coaching per se. Nevertheless, there is evidence that the programme significantly changed a number of clients’ lives and demonstrated the potential of the approach when all factors combine to best effect. The premise of integrated client and business start-up support in a context of multiple agencies implies a need for collaborative agreement upon goals and progress towards them amongst the multiple stakeholders. Formally securing the (differing though essential) goals from each stakeholder’s point of view, together with clear statements of different degrees of (terminal) achievement, using for example goal attainment scaling, could have played a valuable role in shaping and enhancing the programme’s delivery. The potential for enterprise coaching in disadvantaged communities has been amply demonstrated by the programme.
2004
The knowledge base of coach-specific research detailing theories, techniques and outcomes of coaching is growing annually. However, little is known about coaches themselves. This paper reports on a large scale survey of coaches. A total of 2,529 coaches responded to an online survey conducted in 2003 amongst International Coach Federation (ICF) members. Data on credentialing, prior professional background, and current coach practice were collected. The coaches in this study had overwhelmingly graduated from or have been enrolled in a coach training program and virtually all had come to professional coaching from a prior professional background. In addition, data on coach demographics, coaching process and demographics were collected. This paper reports in detail on these findings, and makes suggestions for future research directions.
COACHING FOR EFFECTIVENESS: INITIAL FINDINGS FROM AN INTERNATIONAL SURVEY
Business coaching has become a popular tool for human resource management with a number of advocates making a variety of claims about its benefits and practice. Despite its popularity, until recently there has been little published systematic empirical research into business coaching. This study clarified factors that make coaching effective and should be included in the coaching process. Six hundred and forty four industry professionals who had been through or were currently going through the coaching process responded to a questionnaire. The findings focus on the main components involved in the coaching process: the coach, the coachee, the organisation, the coaching process and the relationship between coach and coachee.
Exploring teaching strategies for training programmes in business coaching
Coaching and business coaching, in particular, is an academically immature, yet emerging discipline. While there appears to be general consensus about the requisite knowledge, skills, and attitudes of business coaches, there is currently little agreement on facilitating these competencies in the higher educational setting in order to develop the core competencies of business coaches. This qualitative study explores and describes teaching strategies to facilitate the core competencies of business coaches in business coaching training programmes. The findings indicate that the nature of business coaching practice demands a critical disposition to thinking and acting. The nature of the business coach learner as a mature adult emphasises the importance of an experiential learning environment that promotes learner reflexivity. Possible teaching strategies depend on and promote interactive discourse and real-time learning.
Barriers to coaching in business settings: a study and a categorization framework
2015
Demand from organizations for coaching to develop leaders is increasing every year (Sherman & Freas, 2004; Fillery-Travis & Lane, 2006). Review articles on coaching in business settings have provided broadly favourable reviews on coaching outcomes and effectiveness (Feldman & Lankau, 2005; Joo, 2005; Kampa-Kokesch & Anderson, 2001; Passmore & Gibbs, 2007). The literature tends to focus on "successful" coaching relationships but little is known about unsuccessful coaching relationships (Megginson, 2011) or barriers to the achievement of coaching outcomes and effectiveness. One possible explanation for a lack of focus on barriers in the peer-reviewed literature is that coaches may not see them as an issue that needs to be addressed. Much of the literature is based on coach perceptions or single cases of coachees (Passmore, 2010). Coaches may see "barriers" or "hindrances" as presenting issues that become part of the coaching dialogue and used as "ena...
Challenges for the Theory and Practice of Business Coaching
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Until recently, there has been little published systematic empirical research into business coaching. This article reports on a systematic, critical review of 111 published empirical papers investigating business coaching theory, processes, and outcomes. The present article identifies a significantly larger body of empirical research than covered in previous reviews and uses a Systematic Review methodology (SRm) to conduct a comprehensive review of the available empirical evidence into business coaching effectiveness focusing on implications for theoretical development, practice (within human resource development) and further research in this area. This review identifies convergence around factors that contribute to perceived effective coaching practice but nevertheless highlights a number of issues to be resolved in further research. These include determining the primary beneficiaries of coaching, the factors that contribute to coach credibility, and how the organizational and soci...