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Faculty also provide:
Co-Development of Client/Organizational Coaching
of Workshop/Course Manuals to select graduates
'Certified Master Coach' courses with appointed Regional
Background of the
Institute and it's expert Faculty etc
One of the biggest concerns identified in recent surveys is that
people, in the workplace or at school, are very worried and troubled about
behavioral health support services not
being readily available.
Behavioral Health Coaching. 1.
COVID-19 NOVEL CORONAVIRUS and the need to
improve mental health offerings into the
workplace and places of
The pandemic is spurring fear
on a societal level. On an individual level, it
may differentially exacerbate anxiety and
psychosis-like symptoms as well as lead to
non-specific mental issues.
COVID-19, Behavioral Holistic
Approach to providing Total Personal Care and
Yesterday's dated definition of organizational
health was focused on physical health and safety. The
critical, missing key was ensuring people were
provided the brain-mind-body care and support
they required to be their healthy (mentally /
emotionally and physically) best.
Modern, In-house Behavioral Health Coaching
teaches employees and students alike skills that prepare them to weather
Behavioral Health Coaching. 2.
COVID-19 NOVEL CORONAVIRUS and the need to take
a Brain-Mind-Body approach with preventative
health management in the
workplace and schools.
COVID-19 and mental / behavioral health coaching interventions
pandemic (novel coronavirus)
is life-threatening and difficult to
control, many people fall into a state of stress and distress.
financial health is also suffering.
Recent surveys confirm people are becoming
"extremely" concerned about the overall economic impact, revealing deep
pessimism at the ongoing prospect of the impacts from the coronavirus
The importance of behavioral coaching in a changed economic environment
1. The challenge to learn the art and science of individual
change is now paramount to any group success.
Change Behavior. Change Lives
Lasting, productive change efforts require significant changes in
behavior to succeed. Most change management projects also require
fundamental shifts in people’s mindsets, culture, relationships,
language, and other aspects of how people work with each other. Yet,
most of today's change efforts still attempt to mandate changes in
people from the outside in, through strategies such as the threat of
job loss, new performance standards, or replacing old systems with
Walking the Talk
Without support and guidance however, people are reluctant to risk
or invest in new requisite behaviors. When an organization's leaders
overtly model the new behaviors first, they create a safe
environment for their managers and employees to also embrace
Unsurprisingly, changing economic conditions are
simply a wake-up call for leaders to challenge themselves and their
teams to best manage the worry and achieve even more
ambitious results through rigorous self-awareness and the new
possibilities that go with it.
Uncovering the beliefs and assumptions underlying behavior and
results and replacing them with higher-performing choices via
coaching is now a must for today's leaders and managers to navigate
through the choppy economic waters.
especially need to train their managers to alson become coaches during times of
Coaching and building strong teams is one of the key ways
companies can survive through any downturn and also build their
business. The Institute believes that the increased enrolment of managers in
coach training courses we are experiencing shows that business leaders
are seriously beginning to rethink the ways in which they will have to
run a business in the future.
That said, despite the efforts of well-intentioned change management
professionals, most of their education and training efforts do not
produce sustainable changes in behavior. > Read More
The operating principles of
Behavior Based Coaching
The operating principles of behavior based coaching ('behavior'
derived from the term 'behavioral' sciences) go beyond the limiting
but helpful theory of behaviorism or behavioral psychology
and have been developed over recent years primarily from the field
of evidence based psychology and other related disciplines.
A key differing principle in behavior based coaching that separate
it from "behaviorism" are the intended outcomes to coaching ie;
recognizing the person's competence to self-correct and competence
to self-generate. Three further distancing factors is that behavior
based coaching: 1) is relationship-based ie; the relationship is the
background for all coaching efforts, 2) applies cutting-edge
knowledge from the fields of neuroscience and Brain-based learning
and, 3) pragmatic in approach ie; what is "true" (from a scientific
and business basis) is what works eg; not the application of a set
of prescribed techniques or dogma.
> Read More
(the Behavioral Coaching Institute's Founder and Chairman and co-author of 'Behavioral Coaching'
-How to build sustainable personal and organizational strength')
a time of drastic change it is the learners who inherit the future. The
ill-trained will find themselves equipped to live in a world that
no longer exists," warns futurist Eric Hoffer. Today, to stay
competitive you need to think of learning as a lifelong pursuit, an
enriching experience that will always be part of your life. 21st Century Coaching was
born out of the need to obtain sustainable learning acquisition and
Explosive Growth in Coaching Leaders:
Brian Underhill in a major research study found that coaching now reaches into the highest levels eg; 71% of the senior executive team
reported that they had worked with a coach. While 73% of contacted
organizations say they plan to increase their use of coaching over the
next five years. Most telling, is that 92% of
leaders being coached say they plan to use a coach again. Both indicators
provide a strong endorsement of coaching;
the first by the organizations paying the bills, and the second by the
leaders who are actually receiving
official. Executive Coaching is now a multi-billion dollar market - and
it's here to stay!
Harvard Business Review Survey on the question - "Do companies and executives get value from their coaches?"
Harvard's recent industry survey found that the popularity and
acceptance of leadership coaching continues to rise even in the current tight business
environment. The survey concluded that clients keep coming back because “coaching works.” The report also
found that most companies now use coaching to develop the leadership capabilities of high-potential
performers; the median hourly rate of coaching is $400 (from a low of $150 to a high of $2,000) and the typical
coaching assignment is from seven weeks to 12 months.
Coaching Marketplace -Latest Update!
Despite a changed economic environment recruiters confirm in a recent industry report that the jobs
market for learning and development specialists is
robust, and should stay that way.
Coaching is now the most popular leadership
Latest data points to a particular demand for
management development and talent succession expertise. Also
confirmed is an increase in organizations looking for contractors with
executive coaching skills to "develop senior managers to lead their
teams more effectively." It also seems that more and more L&D
professionals "have taken coaching qualifications in the market
Large organizations to have own coaching
departments in near future:
"In several years' time there will be coaching departments in companies" The
report adds such coaching departments will report to chief learning
officers (CLOs), who will manage learning and development activities
and have a seat on the board. Most companies it noted should "have a
CLO in five years' time".
The report added that HR directors may well report to
CLOs as companies re-structured their boards to give more prominence
to learning and development and related activities. In the upper end
of the coaching market it was claimed that 80% of that market was
executive and leadership coaching, with business coaching accounting
for around 20%.
-Personnel Today 2019
How to Best Manage Talent Needs in 'Up' as well as 'Down' times:
comes in two forms of specialized knowledge (technical knowledge
and functional expertise).
person's competencies (Knowledge and Abilities) are the key
parts of a person’s talents. Other competencies include a
person's drives, values, personality, vision, personal philosophy
etc. Aspects of cognitive ability (mental processes) are
also foundational competencies such as thinking, reasoning, imagining etc.
The cognitive domain also
includes emotional and social intelligence, self
awareness, self management, social awareness, and relationship
is therefore the behavioral manifestation of
all a person's competencies (all that is
factors/competencies separate average performers from
poor performers and outstanding performers from average
In today's changed economic
employers are compelled more than ever to make sure that they are
getting all that they can from their workforce. Adding to the
urgency of the problem is the fact that the optimization of a
workforce is a far from simple procedure. This is a unique
opportunity for HR professionals to help the
enterprise thrive by maximizing core strengths--and minimizing
Just simply squeezing the most performance out
of everybody, is an out-dated human resource liquidation
In the past, traditional coaching was
performance-focused and concentrated on how to squeeze more
performance out of an organization's human resources,
the human asset. Given that an organization's senior
leadership team have two forms of capital to spend
(financial capital and human capital) -trying to maximize
performance output only can be seen as just ‘spending
the human capital.’
History has taught companies to 'survive and
thrive' during tough market conditions it is essential for them
to develop high-performing leaders across the entire
One of the primary goals of coaching is ensuring that employees
actually care about the work they are doing. This not only helps
a company by increasing the level of output quality during tough
economic times, but it encourages lengthy terms of employment so
that a core talent base can see a company through the important
evolutions it must undergo.
tanks now estimate that (during these times of uncertainty)
companies that best manage their human capital assets well will
outperform those who that don't by between 30 and 50 per cent
-and in some instances lead to a doubling in shareholder value.
Some of today's successful companies who don't perform well in
the human capital development scoreboard will be eventually
brought to their knees. Poor development choices eventually
convert to poor strategic and bottom-line decision making, loss
of revenue and market share, competitive disadvantage, higher
production costs, brand risk etc
critical development question is how to best deliver productive
Most people do not like receiving performance management reports with personal
performance 'bank statement' data.
So, what kind of feedback makes a person say,
“Wow! That is really interesting, what can we do about it.”
In the last few years behavior-based coaching has been rapidly
adopted as a proven, reliable platform to provide lots of
productive conversations about these performance and
more responsible senior leadership teams
are now designing and investing in 21st Century behavior-focused
development programs to first build-up the necessary
human capital reserves to 'fund' and secure an organization's
success and future.
Behavior-based professional coaching is
therefore a critical organizational tool to both grow
the human capital and spend it.
(the Behavioral Coaching Institute's Founder and Chairman and co-author of 'Behavioral Coaching'
-How to build sustainable personal and organizational strength')
LATE NEWS: At a recent
conference Dr. Perry Zeus spoke on 'The rapidly changing global economy
and the challenges it brings'. Some key points were:
- The rate of economic change and an unstable health
environment is accelerating at a pace never experienced
- You can change technology fairly easily and develop medicine
fairly rapidly compared to yesterday, but you cannot change
people very easily.
- Today's challenge is all about how to change minds, people's
- It's the employers and people who embrace change who will
control their world around them.
- Today's senior management urgently need to become qualified
"agents of change".
and NASA: How
to create company and employee strength and:
growth through behavioral coaching
has a requirement for accountability and improving performance
to mission success. As such NASA has developed a leadership
development and executive coaching program...In every field of
human endeavor in which performance is
key, coaching is integral to helping shift an individual's mindset to ensure more effective action and greater
business success. In their new groundbreaking text book on
Behavioral Coaching Zeus and Skiffington
outline the psychological foundation to successful workplace and executive coaching."
Strengths are the Paths to Excellence'. National Aeronautics and Space Administration
-Report. Issue 24.
coaching articles remain under copyright of the respective publisher and are
and cannot be copied or reproduced.
- Some Feature Articles
by Dr Perry Zeus
Perry (BCI's Founder)
has written over 2,000 published pages on coaching and behavioral
quality of a coach is reflected in the professional practice
standards they set for themselves."
value of a coach can be ascertained by the depth of their experience, toolkit
professionalism of a coach is displayed by the commitment to their own
The Coaching Methodology of
Master Coach Certification Course
How to achieve
breakthrough, lasting results
within a short time frame
case studies/examples of
the Institute's customized, In-House Certified Master Coach Course
-delivered to the offices/locale of our Business, Corporate, Non-Profit
and Government Clients
Behavior Based Coaching -an
Some factors to consider about
university coaching certificate course
The Foundational Science (Psychology
and Neuroscience) of 21st Century Professional Coaching
Coaching, Changing Behavior and
Emotions and Coaching.
The effectiveness of coaching in an
organization depends on the
development of the right systems framework.
of the Coaching
of our Master Coach
Coaching Practice versus Group Practice Service Provider Business Models
Provider as Coach
-How to add coaching to your existing advisory type business/practice
Coach as a Business
-The changing role of Service Providers / Consultants who provide
specialist coaching services
The need for Better,
Coach Training for Consultants
A trend is emerging for
firms that dominate the leadership coaching industry to be acquired
by larger companies
you become recognized as a Specialist Coach
in your area of expertise and industry?
Mentoring of Coaches
is now seen by private, corporate and prospective clients as an important
means of providing quality
Process of Successful Change and Coaches as Change Agents
Most General Coaching Initiatives Fail! -Why is it so hard to
-organizational and personal
Summary of Dr
Skiffington's Presentation at the ICF, USA International Conference
Coaching -The latest Performance Coaching Tools for the
Manager/Leader/Supervisor/Team Leader as Coach
--The Need to better
train Managers/Supervisors as Coaches and full-time Coaches (External
and Internal) -in how to employ
validated, proven informal coaching strategies and techniques
Behavior Change with validated Coaching Techniques ©
& the Executive Coach
-The importance of developing Psychological-mindedness in the
at Work: Human interaction and performance in the workplace
Achieving Validated, Measurable
Behavioral Change in the Workplace ©
-Certification and Accreditation
a Coach Training Course
- Some More Articles & Notes:
||Some Coaching ROI Reports and
More Articles -below
Trends Report: According to the report, an aging population
problem is leading to
fundamental changes in labour relations. The
notion of future retirement by the end of this decade will be
abandoned and "skills will command a higher premium".
This demographic change will become the most
important issue for
governments over the next 15 years and is both a threat and
opportunity to business.
development programs now need to focus on skilling people to cope with
learning (professional and personal
skills) as a life long pursuit and the nature of change.
Schrapnel -Coaching Article
-Timothy Butler, a director of Harvard Business School’s
career development program
"Business coaches need to have a grasp of
psychology, such as what motivates people, what are their
values, thinking etc. Coaching is not mechanical. It brings to bear
coach’s knowledge of business,
business politics (how things
work) and psychology (people's behavior/actions). People who fail at
typically...have a program, a formula approach. [They say,] ‘
We’re going to give
you all this feedback, your going to set
some goals and then you’re going to be a changed man or
woman.’ It doesn’t happen because it’s not personal
enough. It’s not deep enough..
you don’t have to have a degree in psychiatry to be good
coach. You just have to take an
open-minded, scientific approach and
be trained by a credentialed behavioral scientist and
(coach trainer) in how to master and deliver the
appropriate, validated psychological based coaching
and tools that will provide the genuine, measurable,
personal and professional lasting
"Coaching is rapidly
developing across the international landscape.."
- Some Latest Reports:
Management Practices employed by organizations to best manage
the effects of the Global Recession.
A major US research firm has released two new studies during a
time when most organizations are busily downsizing and focusing on the
the bottom-line. The research demonstrates the important finding that
effective employee management practices are different from those in
the past and now focus on alignment, development, and measurement
using coaching as a strategic platform. Nearly all
user-organizations studied are seeing "demonstrable positive business
impact from implementation".
management based on coaching and development was found to have stronger
positive outcomes and far greater returns overall than
performance management based primarily on competitive assessment. The
performance management systems market is the fastest growing segment in
the human capital management market and will soon be the biggest." The
market is estimated to reach $600 million within the year.
News & Analysis
A large US Talent Management Group in a
nationwide survey of 750 organizations found that "coaching
ranks at the top of 22 processes which consistently drive the highest
business impact". The analysis confirmed that coaching
generated "higher levels of engagement, leadership, flexibility and
performance." Coaching was now being recognized as "a management style
that proactively prevents problems instead of fixing issues after they
occur ie; via performance evaluations." In turbulent
times, coaching was now
viewed by a growing number of organizations
as an invaluable tool that provided the requisite
"knowledge and insight -the key for making the best decisions."
One of the first
published case studies
(Glaser, 1958) on the effect of coaching
was on individual sales performance enhancement. The case study involved
the coach working with the Sales
Training Director and included the sales staff receiving regular
group coaching sessions focusing on team building. The program objectives
of higher sales, greater team motivation and reduced staff turnover
were all met.
training in leadership and interpersonal skills and follow-up behavioral
coaching, has been shown to
increase productivity by 30% in the first year, as related to
that area of training. Continued improvement in performance
is seen with feedback and behavioral coaching.
Without such follow-up, the performance level is just slightly
higher than before the
Behavioral coaching has consistently
been shown to result in the perception of enhanced leadership
effectiveness by 99% of those observing the person. Also 99%
of individuals who follow the prescribed program improve by at least one
full point on a six-point scale as determined by their co-workers."
Leadership Development Study - Michael Woods MD, Welyne Thomas PhD
of Behavioral Coaching in one of the world’s largest healthcare
Following implementation of behavior-based coaching,
individual and business unit performance improvement was
achieved in the range of 20-250%. Leaders that focused on key
behavioral change areas achieved
long-term sustainable results.
Some specific results included: All business units that
implemented behavior-based coaching methods made substantial
improvements. The group's sale division that used a behavior
coaching approach was voted best division in the world-wide
group for the past two years. One sales division went from being
52nd out of 55 in sales of a key product, to 1st. Managers evolved
from critics to coaches; and subsequently, culture evolved from that
of subordinating to supportive." - NGP,
Pharmaceutical and Biotech Industry
use of executive coaching is widely reported to be growing
rapidly...Organizations that have utilized coaching find it so valuable
that they continually increase its usage...Ninety-five
percent of organizations that use coaching have increased their
utilization of coaching over the past five years."
-State of the Coaching Industry in Organizations Project
independent Research Firm released a
321-page market study that found; "40,000
people in the U.S. are life or work coaches and this
$2.4 billion market is growing at a fast-paced 18% per
year." Marketdata also found that it's becoming a status symbol to
have a personal coach. -Marketdata
of all employees’ skills will become outdated within three to five years,
so it’s no surprise that corporate America invests over $55 billion
dollars in workforce development annually. Given that managers represent
the cornerstone of employee productivity and company competitiveness,
accelerating manager learning and increasing skill
transfer through coaching programs translates into big savings." -Worldwide
Learning and Performance Report
20 percent of the United States 22 million small businesses use some sort
of coaching. Latest research shows that it is expected to
surge to 50 percent in the next few years." -Infinia
"In the December issue of Training
and Development, corporate training expenditures were estimated to
have reached $109.25 billion. Yet, much of these training
dollars have failed to deliver a significant impact to the bottom line.
Even with high technology and extensive educational research, traditional
training still delivers a poor return on investment. Some estimates
suggest that as high as 90% of all training dollars fail to achieve a
positive return on investment (ROI). However, coaching appears to have
reversed that trend. For example, Dell Computers has been tracking
the positive returns on their investment for more than 5 years and
have also noticed that those who have participated in the corporate
coaching program tended to be promoted more often than those who did
spending on executive coaching in the United States is
estimated at $1 billion."
-Harvard Business Report
"Coaching, in personal and
business capacities -Some (US) surveys indicate that more than half
of all businesses now employ
coaching is a major growth industry.
At least 10,000 coaches work for businesses today. And that figure is expected to exceed 50,000
in the next five years. Business coaching is also highly profitable; employers are now willing to pay
fees ranging from $1,500 to $15,000 a day."
Economics of Executive
Coaching. Harvard Business School
" Corporate coaches
are in such demand that they can charge from $600 to $2,000 a month for three or four 30-
to 60-minute conversations.
Coaches are everywhere
these days. Companies hire them to shore up executives or, in some cases, to ship them
out. Division heads hire them as change agents. Businesses are enlisting coaches for guidance on how to improve their
boost their profits, and make better decisions about everything from personnel to
strategy. "- TIME Business
"Demand for executive coaching has been booming as more company
executives and small business owners seek the service. Many consulting
and training firms state that within the past year, the number
of requests they have received for executive coaching has increased
by 60 to 80 percent. A recent study showed that coaching
now accounts for around 20 percent of
their business, when two years ago it was 5
percent...More executives are beginning to request the service for
themselves.. as the negative connotation of coaching as a form of
punishment for poor performance is replaced by the growing perception
that coaching can help an individual or group to build sustainable
professional and personal skills, better learn, overcome challenges, reach
stretch goals and integrate leadership training." -US
"The number of UK organisations using
coaching this decade has
risen from 85% to 96%, according to a report by the Chartered
Institute of Personnel and Development (CIPD)."
-University of Bristol Newsletter
"Call it professional coaching, executive coaching
or corporate coaching. Whatever the name, this phenomenon is the hottest
service in corporate America today."- says David A. Thomas, Fitzhugh professor of
business administration at Harvard Business School. THE BUSINESS JOURNAL.
"Business Coaching is needed today more than ever
as a critical tool for organizational change...Change is essential for an
organization to grow and adapt to today's rapidly shifting marketplace...In
changing from old hierarchical models to relational models for leading and
influencing, businesses are creating coaching cultures that encourage
organizational learning. Coaching has emerged as the best way to help
individuals learn to think and work together more effectively."- Georgetown
University, Center for Professional Development.
"If ever stressed-out corporate America needs
Trust in big companies and financial institutions is at an all-time low. Baby-boomers have been burned
and Gen Xers
aren't expecting the Corporation to take care of them." - says K. Cates, assistant professor of
organizational behavior at Northwestern's Kellogg Graduate School of Management.
"With the aggressive marketing
of executive coaching by consultants, it is becoming increasingly
difficult to obtain an objective view about what it is." This
report has found "the reasons for the phenomenal growth in the use
of executive coaching by
employing organisations seem to include: a) the knock-on effects of the
downsizing of the 1990s, resulting in ‘lonely’ and isolated senior
managers who welcome support and challenge from someone external to
their immediate work environment. b) The increasing demand by
organisations for senior managers with key ‘soft skills’. Many
business schools and in-company standard development programmes have
failed to embed the kinds of feedback-based approaches necessary for
self-insight and the acquisition of soft skills, for managers when they
were more junior. c) Some senior managers consider they have ‘made
it’ and worry that being seen to undergo development may be perceived
by others as admitting they have a weakness. The nature of the executive
coaching relationship is private and avoids that public gaze. d)
Attendance on whole-day courses or regular learning sets can seem an
imposition into an already busy schedule. Sessions with executive
coaches can be fitted around other diary commitments."
-IES Research (a group of 30 of the UK’s leading employers) Report
Who qualifies as an executive coach? At the moment, just about anybody. "I wonder
about the vulgarization of coaching," "I'm concerned about unlicensed
people doing this." - says Warren Bennis of USC's business
The demand for Executive Coaches has skyrocketed over the past 5
years.... today’s executive coach (EC) is intended to help leaders and
potential leaders across the rocky, wild, and challenging road of
organizational growth in today’s dynamic and unstable work
environment....As with most emerging professions, the rules and guidelines
for how to make executive coaching work have been scanty at best. This gap has been felt by executives seeking help, their organizations, and
the scores of people putting up shingles as EC’s. At the same time, a
cadre of other types of coaches is trying to catch the coattails of the
popularity of executive coaching." - The
Society for Industrial and Organizational Psychology - American
Booz, Allen & Hamilton's Ed Cohen, Director for Professional Excellence
says; "We hire outside certified coaches to
help our executives fill in minor gaps that may not have shown up
earlier in the person's career because those skills may not have been the
ones that were needed to help them rise to their present level."
- The Edge
"The Australian Institute of Management says
70% of its member companies hire coaches. They can cost around
$5,000 for middle to senior level executives and for CEO's the bill quickly
gets to $12,000 and higher if the relationship remains open ended. But the
cost of not doing it can be far greater." -Inside
Business. Channel 2.
done lots of research over the past three years, and we've found that leaders who have the
best coaching skills have better business results." V.P. of Global Executive & Organizational Development at IBM.
is the only cost-effective way to reinforce new behaviors and skills until a
learner is through the dangerous results dip. Once through the dip,
when the new skills bring results, they will become self-reinforcing." Training and
"Corporations believe that coaching helps keep
valuable employees and that the dollar investment in it is far less than the cost of replacing an
Professor of Business
Administration, Harvard Business School
-TIME Magazine Article
Coaching Yields Return On Investment Of Almost Six Times Its Cost, Says
"The study included 100 executives, mostly from Fortune 1000
companies, who received coaching...Half of the executives in the study
held positions of vice president or higher. Almost six
out of 10 (57%) executives who received coaching were ages 40 to 49, and
one-third earned $200,000 or more per year.
The coaching programs that executives participated in were
a mix of both change-oriented coaching -- which is aimed at changing
certain behaviors -- and growth-oriented coaching -- which is
aimed at sharpening performance. The coaching programs typically lasted
from six months to one year.
Among the results of the study: The coaching programs
delivered an average return on investment of 5.7 times the initial
investment in a typical executive coaching assignment -- or a return of
more than $100,000 -- according to executives who estimated the monetary
value of the results achieved through coaching.
(reported by 53% of executives) Quality (48%) Organizational strength
(48%) Customer service (39%) Reducing customer complaints (34%) Retaining
executives who received coaching (32%) Cost reductions (23%) Bottom-line
relationships with direct reports (reported by 77% of executives) Working
relationships with immediate supervisors (71%) Teamwork (67%) Working
relationships with peers (63%) Job satisfaction (61%) Conflict reduction
(52%) Organizational commitment (44%) Working relationships with clients (37%)..."
- (BUSINESS WIRE)
Coaching -Some recent ROI Reports etc:
in this study believe that the top three personal
characteristics of an effective executive coach are the ability to form
a strong "connection" with the executive, professionalism, and
the use of a clear and sound coaching methodology. Fifty-six
percent of the executive group focused on personal behaviour change,
forty-three percent identified enhancing leader effectiveness, forty
percent focused on building stronger relationships, seventeen percent
used the coach for personal development, and seven percent used their
coaching sessions to work on better work-family integration. Executives
also believed that the range of scientific coaching tools used
significantly enhanced the perceived value of their coaching. -Executive
coaching: An outcome study. Consulting Psychology Journal, 55, 2, 94-106
half of the 761 senior managers at Dell
Computer Corporation received executive coaching within a
two-year time period. To determine if they would see a return on their
investment (ROI), Dell has been formally measuring the effects of the
coaching sessions. To date, over 90 per
cent of the coaching participants tend to be promoted more
often than those who weren't." -NB
helps Vodafone to change its command and control culture
to one based on coaching and collaboration. This report states that
coaching was the prime reason for the company's ascension to the top
rung of its industry. The company instituted one-to-one coaching and
coaching skills training and has created a coaching culture from
the top down. Coaching also increased manager recognition of staff
development as a key role to success. -Human
Resource Management International Digest
"Employees at Nortel
Networks estimate that coaching earned the company a 529 percent
"return on investment and significant intangible
benefits to the business," according to calculations prepared by
Merrill C. Anderson, a professor of clinical education at Drake
Petroleum's worldwide exploration and production
company, BPX, has approximately 7,500 employees. To do their jobs,
managers needed to share knowledge—usually complex, tacit knowledge
that couldn't be transmitted through the written word alone. BPX
launched a $12 million project known as Virtual Teamworking. Each
manager received an integrated computer linkup so people could work
as problem-solving teams, even at a distance. About 60 percent of the budget
went into behavioral coaching
aimed at encouraging an open approach to information exchange. Estimated
savings for the first year: $30 million.
Today, British Petroleum has made 'Virtual Teamworking' available in all
BP companies in the 70 countries where it operates. -eBusiness
Informatica Corporation reports that
their coach-based management
development curriculum/accelerated manager
learning program has generated significant savings
and results over the traditional classroom delivery format. Latest
results confirm cost savings of $2040 per
manager, lasting behavior change, and higher motivation
scores of a statistical significance.
A study by Right Management
Consulting of 100 senior executives in Fortune 1000 companies found that
coaching paid off
almost 600% above the initial cost. 70%
of the executives who received coaching estimated the return on
investment at $100,000 or higher. 53% said they were more productive.
48% said they produced higher quality work and 48% said the organization
was stronger and more cohesive as a result of executive coaching.
the terms mentor and coach are used interchangeably, explains W.
McFarlane, FCA, human capital leader. The firm started concentrating on
mentor/coach bonding just after the merger in 1998, “and it’s become
a core business strategy,” he says. “It just makes good business
sense.” So much so that PWC has formed an internal faculty of
executive coaching which is responsible for supporting the coaching
program for partners and senior staff. “The
return on investment in a coaching or mentoring initiative is something
in the order of six-to-one pay back,” he explains.
“I’ll take six bucks on a dollar investment anytime.”
(world's largest photo processing company) has initiated a coaching
program focusing on employee productivity and retention for a 1,000
employee unit. The coaching results
obtained to-date confirm double-digit
productivity increases. -Society
for HR Management.
Xerox Corporation carried out several studies, one of which showed that in
the absence of follow-up coaching 87% of the skills change brought about by
the program was lost. That’s 87 cents in the skills dollar.
However good your skills training in the classroom, unless it’s followed
up on the job, most of its effectiveness is lost without follow-up
coaching. For example: Most sales people try out the new skills for a
few calls, find that they feel awkward and the new method isn’t bringing
instant results, so they go back to their old ways.
study: Qualitative survey across all key sectors with Senior HR
and Operational Line Managers. "One person who had received coaching
for a non-fixed period felt that the impact of this relationship was that
she was able to add more than Ł15 million to the organisation through the
interventions which she made possible.-
British Psychological Society. Selection and Development Review. Vol 17.
According to a study
by F. Masterpasqua, PhD, (a clinical psychology professor at Widener
University), business leaders increasingly realize that helping
employees balance their work/family demands is part of getting a
commercial competitive edge. "Believe me, I know Fortune
500 companies aren't driven by altruism," said Masterpasqua.
"They're after that competitive edge." Masterpasqua, recently
surveyed 56 executives--half of them chief executive officers, the other
half human resources directors--and found that most considered work/family
balance a major "issue for their company." Many also
felt the pressure personally affected their productivity and quality of
work. Corporate executives that he coaches have a common
struggle: to manage work and family responsibilities and not let the
stress of one arena spill into the other.
Summary Findings -"Don't make coaching a separate initiative - embody
it in the culture. Senior management 'walking the talk' and being role
models is important. Do it wholeheartedly and only
use the best quality external support."
Results of a coaching poll of mostly FORTUNE
1000 companies: The respondents were executives from large
companies who had participated in either “improvement” or “growth”
oriented coaching for 6-12 months. The survey demonstrated that the
participants valued the coaching at 6X the cost
paid by their company. So, an $18,000 executive coaching
program investment generated value at approximately $108,000.-Fortune
study featured in Public Personnel Management Journal reports
that managers (31) that underwent a managerial training program showed
an increased productivity of 22.4%. However, a second group was provided
coaching following the training process and their productivity increased
by 88%. Research does demonstrate that one-on-one executive coaching is of
bottom-line value." - by
F. Turner, Ph.D. CEO Refresher.
leaders of organizations such as Alcoa, American Red Cross,
AT&T, Ford, Northwestern Mutual Life, 3M, UPS, American
Standard, the federal governments of the United States and
Canada are convinced that coaching works to develop people and
increase productivity." -
Consulting to Management
Alastair Robertson, manager of worldwide leadership
development practice in Boston, says employers are shocked at
how high their ROI numbers are for coaching. He recalls a
large employer in the hospitality industry saved between $30
million and $60 million by coaching its top 200 executives.
hired 30 organizational psychologists to coach 300 top
managers. It credits them with "creating a climate where
everyone in the organization feels empowered and capable and
committed," says Tanya Clemons, the IBM vice president
overseeing executive development. "We can already see the
they expect to spend "in the low millions" this year
on executive coaching for their best middle managers.
the Anglo-Dutch conglomerate, has thirty coaches working in
Europe, Asia, Latin America and Africa with 250 top managers.
Charles Barrentine states "It boils down to
caring." He oversees 4,000 employees and finds coaching
"invaluable. It points out things people would not notice themselves
and plays a big role in shaping behavior."
Tony Latham, divisional V.P. for executive sourcing and
development for World Wide sees executive coaching as a
way to help valued employees evolve in a swiftly changing
business environment and is starting up an in-house coaching
program. "It's basic human nature,"
has begun a large-scale “coaching culture” program to cascade coaching
throughout their organization. All human resource managers are being
trained to become HR Coaches and to use their coaching skills down the
chain of command. Executives are not only assigned coaches, but are also
trained to become coaches themselves. The new HR coaches are able to lead
their own coaching programs and train managers and other leaders in adopting a
coaching style. Results so far include; better management results and improved
investing in a personalized coaching
development program to retain key staff. To keep its
most talented employees, Hitachi has introduced a series of workshops
providing individual coaching for managers.
of European Industrial Training, # 382
"..business coaching, a
trend that's exploding among small businesses and
entrepreneurs nationwide. It's estimated that up to 30% of
American small businesses are using them."-
than half the people, 54 percent, in a survey (of
328 companies conducted by Manpower Inc.) said
their employer provides coaching for managers, executives and
"high-potential" employees. The main
reason cited for this effort, by 38 percent, was to sharpen
leadership skills. Fifteen percent said coaching was a means
to deal with remedial issues: Improve emplowee realtions,
improve weak communication skills, quell indecisiveness
etc. Fourteen percent said coaching was done to improve
retention of leaders. The survey also found that executive
coaching is increasingly being used by organizations for
talent value management reasons --ensuring that they have the
right leaders for today and tomorrow."
-Bulletin Business Briefs.
"People, rather than companies, do hire their own coaches
-- some of whom charge as little as $50 an hour for phone or
e-mail consultations. Companies pay up to $100,000 for
yearlong engagements with CEOs, or $5,000 to $15,000 for a
three-month engagement with senior managers."
- The Associated Press
"Fees range dramatically. Business coaches can range from $150 to $1000
per hour, with $300 to $500 per hour being the more common
range. Personal (Life) coaches rates are typically much less, with
$75 to $100 per hour being usual."
the book 'Behavioral Coaching' by Skiffington and
Zeus. -With permission from the publisher McGraw-Hill
Professional -New York)
many HR professionals, coaching is just another name
for what they’ve already been doing for years—helping
managers and executives increase their capabilities and
knowledge in developing and dealing with people. However,
behavioral coaching (versus traditional coaching) is
fundamentally changing the HR relationship with
organization managers and executives.
However, today some HR professionals are taking on
the new role of HR Coach and directly working
with managers and leaders themselves.
In large organizations there is a
growing critical need to drive consistent leadership
behaviors and organizational culture. Internal human resource
professionals as coaches are in a unique position to understand
and manage the tough issues concerning culture and people
and personal leadership development. The training class should
no longer be the exclusive domain for
leadership development. Professional and personal
development in our managers and leaders must occur in
"real time" and on a need-to basis today,
not in a classroom next month.
Today's skilled, certified corporate HR Coaches
require: the latest behavioral coaching models and
technology; access to a variety of validated, credible
resources and back-up and, the available time
necessary for the leader/manager to succeed.
An important factor the HR Coach brings to the
coaching role is their knowledge of the organization, and
the working/profile of the manager within that
environment. Fundamental to the role, is trust. To assist
an executive, the HR person must be extremely credible with
executives. Credibility is perceived in how the coach conducts
himself/herself as an impartial professional resource,
development and change agent. Don’t expect to coach unless
your coaching credentials are impeccable. The person
participating in the coaching has to also feel you are
qualified to be looking out for their best interests and
maintaining objectivity and confidentiality at all
times. This is one of the major reasons some HR
coaches fail to attract internal clients.
In many organizations, the HR Coach also
acts as the Coaching Program Manager to coordinate and
unify the process of coaching in the organization. They
can manage and monitor the expenditure of resources, train
internal coaches, confirm the credentials of external
coaches, and measure and determine the coaching results.
Many HR professionals are also engaging their own coach
to assist them. In a climate of job insecurity, many
internal HR people are turning to coaches to help them as
they deal with their own stresses and development.
'Transition times' such as mergers, layoffs and changes in
upper management are also prompting HR professionals to
seek out coaches.
Being coached allows HR professionals to bring
firsthand experience to formal coaching programs at their
organizations. Over the past decade, organizations
increasingly have offered coaching to managers as a
recruiting and retention tool, with HR creating and managing
Coaching helps HR 'walk the talk' of coaching.
It's one thing to talk up the value and benefits of coaching
to others and another thing altogether to have the
experience of being coached. It gives HR professionals more
credibility with their people if they can speak of the
value it personally had for them, rather than sound
like they are promoting another HR program
This month's Quote:
"The mark of a successful coach
is not that his/her clients stay forever, but that they leave with what
they came to acquire."
Registration of Interest Form
Behavioural-Based Coaching is being used today:
from the book 'Behavioral Coaching' by Skiffington and Zeus. -With permission from the publisher McGraw-Hill
During the years of
conducting our coach training and certification courses, we have
tracked the ongoing development of Behavioural-Based Coaching
Some of the major areas where
we have trained coaches to successfully work/specialize in include:
executive coaching (CEO’s), transformational leadership
coaching, coaching female executives, coaching in education,
business coaching, cross-cultural coaching, sales coaching,
coaching in the health care industry and personal coaching.
for leadership development occurs with selected executives, senior
managers and teams or as part of a company-wide coaching
initiative. Coaches, both internal and external, are also
contracted to work within a specific business unit or with
individual referrals. Some areas of leadership coaching include:
leaders in transition, new hires, high potential individuals being
‘groomed” for promotion, individuals in new positions,
management competencies to complement technical expertise,
developing and communicating a strategic vision, strategic
planning, culture change, ambassadorship, leading executive teams,
overcoming isolation and interpersonal skills such as
communication and dealing effectively with colleagues and with
coaches work with small to medium enterprises to develop and grow
the business. Coaching entrepreneurs, start-ups, mergers and
developing a business in order to sell it are some of the more
common areas of business coaching. Within these broad categories,
Behavioural Coaches, who usually have a background in small
business, coach for business or strategic planning, developing and
growing the market, staff relations, networking, life balance,
time management and partnership conflicts.
Coaching leaders for
transformational changes involves changing the very way they
think, increasing their ability to deal better with ambiguity and
be more creative and reflective. It effects change in what the
leader knows and enhances their ability to step back and reflect
on assumptions previously taken for granted. These may be about
culture, values, the self, organizational objectives and vision.
Some documented benefits
of leadership coaching include: enhanced ability to develop and
foster trust; increased accountability within the organization;
developing and maintaining more satisfactory relationships with
the Board, shareholders and employees; enhanced credibility and
influence as an ambassador; increased ability to align others to
the company’s vision and mission; successful change management
projects; enhanced managerial competencies; a growth in
self-responsibility in self and others; developing a culture that
truly values learning and development.
The manager as coach
Coaching involves managers aligning their team and employees to
the organization’s objectives and vision and fostering
independent and creative problem-solving.
Another expectation of managers is that they develop their
staff. There is, after all, a consistent body of research that
shows a direct link between human capital management and superior
Coaching offers managers
a methodology for enhancing the individual or team’s current
skills. They thereby develop employees who are committed and
trusted to use their discretion and judgment to act in ways that
are congruent with organizational objectives and goals. Managers
have to manage and coaching is simply a vehicle for them to
enhance their management skills.
Women executives not
only face those issues common to all leaders as discussed above,
but have to contend with other challenges, some external and some
a function of their internalized beliefs and misconceptions about
women in leadership.
Because of the
increasing number of women in the workforce and in executive
positions, there is a greater demand for women to be coached. Some
of the most common coaching issues that surface include: life
balance and the expectations of peers and family, political
manoeuvring and relationship building with key stakeholders, being
assertive, delegating and managing dissent and conflict.
Coaching Program Managers (CPM’s)
Program Managers, trained in Behavioural Coaching (BC) methods and
techniques, fulfill many roles. Typically, they are involved in
coaching programs from their inception. As internal coaches, they
often introduce coaching into the organization and oversee and
manage its delivery. They may also be the person designated to
manage a coaching program introduced by an external coach
of the expanding areas of Behavioural Coaching is in the field of
education. Behavioural Coaches provide individuals, groups,
teachers, students and administrative personnel with a wide
variety of coaching interventions. They train senior teachers to
coach new and experienced teachers and students as well as
establishing and monitoring peer coaching programs. Coaches also
work with students on life skills, study skills and social skills
as well as career choice and preparation.
-Coaching the teacher
is not simply another term for traditional mentoring or peer
supervision between teachers. Instead, coaching focuses on
assessment of the teachers’ strengths and weaknesses, developing
a personalized action plan and working to the coachee’s agenda
rather than that of the governing educational body. The coach’s
role then, is distinct from supervision and is unrelated to
performance evaluation. Of course, if the coachee wishes to set
objectives around performance evaluation, the coach acts in a
strictly confidential role as support, guide and giver of
teachers also derive significant benefits from coaching,
especially in relation to enhancing their skills and general
professional development as educators.
aim of peer coaching
to refine present teaching skills and it has proved particularly
effective with senior teachers.
coaching allows teachers to share a professional dialogue about
the science and art of teaching. It involves teachers receiving
support, assistance and feedback from fellow teachers. Typically,
all teachers involved in the peer coaching program are trained in
the fundamentals of BC including goal setting, action planning,
interpersonal and helping skills.
of course, have to teach and they do not have the resources or
time to individually coach all students. However, two types of
coaching, namely Cognitive Coaching and Coaching for children with
Attention Deficit Disorder have been translated to the classroom.
also employ BC techniques when coaching students in a group
setting. The group may be composed of students who have a common
problem to address or may be part of a life skills coaching
curriculum. Indeed, a study of socially-rejected fifth graders
found that coaching improved their social skills and increased
their ability to be liked by peers.
for academic success
high schools, colleges or universities have the resources to offer
students individualized attention, more students are employing
Behavioural Coaches to work with them on both personal and
careers and career transitions offers individuals support,
resources and guidance during what are often stressful
times. Many organizations recognize the importance of career
development as a means of retaining staff. Hence, they offer
internal career coaching programs often conducted by external
Coaching in health-care settings
There are two primary types of Health Care Coaches. The first
type works with
individual physicians, supervisors and administrative personnel
to improve the quality of their professional and personal lives
and hospital system or practice. These specialist coaches can work in hospitals and other public and private
health organizations. Some of the coaching areas include: personal
leadership, management skills, managing interpersonal conflicts
with and among staff, career development and career transition.
Executive coaching services around leadership and management
skills in hospitals typically focus on competencies for doctors in
management and leadership positions. These include resource
allocation, strategic planning and meeting the demand for
profitability while maintaining medical values and ethics.
type of Health Care Coach can work both in the health care
arena, the corporate world and with educational and residential
communities. This specialist coach helps people clarify their
health goals, and implement and sustain behaviors, lifestyles,
and attitudes that are conducive to optimal health. They also
guide people in their personal care and health-maintenance
activities and assist people in reducing the negative impact
made on their lives by chronic conditions such as cardiovascular
disease, cancer, and diabetes.
In our first
book (‘The Complete Guide to Coaching at Work”), we explored
sales coaching in relation to the following areas: negative
beliefs and expectations that can impact on sales performance and
the coach’s role in working with salespersons in the ‘flow’,
‘panic’ and ‘drone’ zones. We also discussed coaching
skills for the sales manager. Increasingly, Behavioural
Coaches work with sales
managers to enhance their management and coaching competencies.
individuals and teams in cross-cultural settings is a rapidly
expanding niche for Behavioural Coaches. Such coaches are
specialists who know about and can guide and support others
through the complex process of cultural adaptation.
Chartered Public Accountants (CPA’s) and coaching
Chartered Public Accountants (CPAs), attorneys and other financial
advisors are coaching other practitioners and entrepreneurs as an
add-on their traditional services. CPA’s particularly, are
recognizing the need to become a trusted advisor to their clients,
being able to work on vision, mission and strategic planning.
Studies show that their clients benefit from coaching
especially in the areas of smarter goal setting and a more
balanced life style.
Others areas where BC is used:
application of Behavioural Coaching is not limited to the above
mentioned areas. It also entails coaching coaches including those
in the executive, business, personal and sports arenas.
Furthermore, Behavioural Coaching is carried out in the military,
the civil service and other public institutions and non-profit
organizations as well as the legal profession. Christian coaching
and Spirituality coaching also employ BC methods, tools and
In summary, the
application of BC methodologies is employed in a growing number of
areas. These include corporations, small businesses, public and
private organizations such as health and education and the
personal development realm. Within
this vast arena, Behavioural Coaches form an alliance based on
trust and commitment that aims to foster productivity, growth and
well being according to the coachee’s agenda.
Behavioral Coaching Model:
Behavioral Change with validated Coaching Techniques
from new text book 'Behavioral Coaching' by Zeus and Skiffington -
by McGraw-Hill Professional Publishing)
of coaching is to produce behavioral change and growth in the
coachee for the economic benefit of the client." - Harvard
The term "behavior" is frequently misused in training and coaching
literature/programs, with little attention paid to
methods of actually changing behaviors and insuring that these
changes are lasting.
The definition of behavior to which
behavioral coaching subscribes is: the actions, responses and
reactions of an individual, team or organization. Behavioral
coaching can also be defined as the science and art of
facilitating the performance, learning and development of the
individual or team, which in turn assists the growth of the
organization. The overall goal of behavioral coaching is to help
individuals increase their effectiveness and happiness at work,
study and/or in a social setting.
Everyone involved in personal and
professional development needs to understand and appreciate
basic behavioral processes and how these relate to individual
functioning and organizational performance.
Many organizations and coaches
claim to use behavioral coaching simply because they are dealing
with behavior. On closer scrutiny, however, they are merely
attaching a new name to the old workplace counseling model; that
is, the "coaching" is remedial, occurs on an as-needs
rather than an ongoing basis, involves little monitoring or
evaluation and does not attend to preventing slippage.
Furthermore, some professionals claim to practice behavioral
coaching simply because they employ personality profiling.
Behavioral coaching goes beyond false promises about change and
examines what we can and cannot change. It presents
research-based and scientifically validated means of instilling new
optimism for coaches and their clients about achieving change.
Behavioral coaching integrates
research from many disciplines into a validated, user-friendly
model of practice. It incorporates knowledge from psychology
(behavioral, clinical, social, developmental, industrial and
organizational), systems theories, existential philosophy,
education and the management and leadership literature.
One of the reasons why behavioral
techniques are so widely accepted is that they allow for data to
be gathered on specific, targeted behaviors impacting the
application of a professional skill. By using appropriate
validated, behavioral change instruments, these targeted
behaviors can easily be measured and evaluated in a rigorous
manner. Behavioral coaching, with its emphasis on research and
evidence, provides individuals and organizations a validated and
proven system that greatly increases their chances of effecting
lasting behavioral change.
Changing behavioral patterns cannot
be achieved by using the many simplistic, outdated models of
coaching still widely promoted in the coaching
industry/literature. Many so-called "certified
coaches" churned out by the "coaching
associations" are simply doing more harm than good. Meantime,
many large, high-profile coach training schools are still
teaching simplistic models of coaching that employ
re-labeled, old performance counseling strategies or, in
some cases, scientifically unproven fuzzy techniques.
Because coaching is still in the
early stages of its development, there is no agreed-upon,
all-embracing model of the coaching process and practice. To
date, most efforts to construct a comprehensive coaching model
have emerged from sports coaching.
A coaching model cannot be
procrustean. It requires an in-built flexibility and
adaptability so that coaching programs can be tailored to fit
the specific needs of each client and coachee. For example, a
coach needs to take into account their own, as well as the
coachees', differences in personality, knowledge, skills and
abilities. Coachees also vary in motivation and preparedness for
As well as individual factors, each
coachee exists within various systems, both personal and
professional. These affect how a coaching program is conducted,
as do factors such as the organizational culture and structure,
available resources and the organization's business objectives.
The behavioral coaching model
emphasizes the following aspects of behavior and learning:
PRACTICE -as it applies to Organizational Coaching:
from the text book 'Behavioral Coaching' by Zeus and Skiffington -
by McGraw-Hill Professional Publishing)
- is a contextual term. It means "best for
you" - in the context of your business, your
organization, your culture, your use of technology, and your
competitive strategies. The purpose of Best Practice is
to stimulate you with new ideas and insights in a
Best practice coaching is based on a foundation of extensive
real-world experience conducted by the industry leaders. The
focus is on the process that converts organizational
coaching objectives into the best available results. This experience
or knowledge is best sourced from an independent
educator who advises/trains extensively at this top level.
Text books and industry reports can provide
theoretical and statistical information, however an
organization needs to be shown first-hand how to; select,
apply and master the appropriate best practices
applicable to their specific workplace environment.
By sourcing a wealth of world best standard
practices and information as developed and successfully used
by some of the world's leading practitioners of
coaching (from several Fortune 100 coaching departments
to the top independent international coaching groups)
who work with Dr Skiffington -you can ensure you are on
the proven path to success.
Best Practice Coaching is comprised of
protocols, principles, standards, guidelines, and procedures
that contribute to the highest, most resource-effective
performance of the discipline. Best Practices are based
upon a broad range of experience, knowledge, and extensive
work with the industry leaders.
Best practices have been shown through research and
evaluation to be most effective. When an organization already
has a coaching program, the guiding best practices can be
used to gauge the program's effectiveness. They can also
be used to best design a new program/strategy.
There may be no single best practice for any given coaching
process. A process design that works well for experienced,
well-trained coaches may be inappropriate for less experienced
users. Coaching processes may assume a prerequisite technology
architecture infrastructure or costs that may not be feasible
under a different set of circumstances. Globalism, regional
cultural differences etc may also make it unsafe to
assume any best practice can be successfully implemented.
Therefore, a series of best practices may be defined for each
set of circumstances. The management of best practices is an
ongoing "Knowledge Management" challenge.
- are programs and strategies that have some
quantitative data showing positive outcomes over a period of
time, but do not have enough research or replication to
support generalizable outcomes.
Best Practices Assessment:
To assess in this case is to determine the
applicability, importance, size, or value of something. Before
you select a best practice or apply the guiding principles,
you must conduct an assessment (risk assessment) to identify
the risk and protective factors that need to be addressed in
Therefore, a Best Practices Assessment involves first
judging the environment of the coaching program's
processes under study to select the appropriate Best Practices
Principles and then secondly; determining how your
program is doing relative to those Best Practice
Some experts calculate the top 20% of a population and
average the results to calculate the best-in-class measure. Coaching
program managers should best focus on points of
competitive leverage and then relegate other processes to
reasonable but not necessarily superior performance levels.
Frequently, the same companies are best-in-class for a series
of metrics; however, a company never dominates all performance
categories. No organization is best-in-class in
every area. But due to the nature of competition and the drive
for excellence, some organization's have extensively profiled
and honed certain practices that have placed their
practitioners as the most successful (best-in-class) in
Denotes a practice or skill that is in the
highest class in the world ie: ranking above all others
One ultimate definition of
organizational coaching best practices is:
"discovering the timeless laws of behavioral science
as they apply to management and leadership and then, over
time, creating practices that match with those to bring them
[the laws] to life."
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