The document discusses the evolution of coaching in the corporate sector, highlighting its growing acceptance and integration across all organizational levels. It emphasizes the importance of coaching culture, benefits seen in employee performance, and the need for defined objectives and supervision in coaching practices. Case studies indicate significant ROI and improved employee engagement stemming from effective coaching strategies.

1. Coaching in the Corporate Landscape
Kim Morgan, Owner and Director of Barefoot Coaching Ltd

2. Schopenhauer
Ridicule
Violent Opposition
Acceptance as Self-Evident

3. Violent Opposition
Lack of clear definition
Lack of regulation
Coach confusion
No success measures
No fit with business objectives
Telephone number fees!

4. DISORIENTATION &
CONFUSION
CRITICAL
REFLECTION
TRANSFORMATIONAL
LEARNING

5. Nearly!
Coaching is certainly a maturing industry.
Acceptance as self-evident?

6. Growth of
internal
coaches
Growth of
in-house
coach
training
Emergence
of coaching
supervision
for internal
coaches
Clarity about
role of
external
coaches in
organisations
Chemistry
meetings to
establish fit,
triad meetings
to establish
objectives
Preferred
supplier lists
to establish
quality
Where are we now?

7. Leader
derailment
Transitions
Career
progression
First
100 Days
in post
Realising
potential
Achieving
peak
performance
Overdone
traits Boardroom/
meeting
behaviour
Managing
relationships
Addressing
a problem
Improved
gravitas/
personal
impact
Reasons for coaching in organisations

8. In early days – coaching for everyone
In “violent opposition” times – coaching only for senior execs
Now swinging back to coaching for all levels
Use of one-to-one coaching

9. Support
Listen before you speak. Understand. Diagnose. Listen
with your ears...and your eyes and heart.
Challenge
Take issues head on, even the “undiscussables.”
Address the tough stuff directly. Acknowledge the
unsaid.
Source: Stephen Covey – High Trust Leaders
Organisations now understand that coaching
means support and challenge

10. What do we see with a coaching culture in place?
▪ A commitment to feedback and
honest conversations
▪ The predominant use of non-
directive leadership styles
▪ Evident role models/champions
for coaching
▪ Coaching being used as
developmental rather than remedial
▪ A high level of trust between
individuals with constructive
confrontation

11. Coach training for
retail store
managers
Coach training for
retail trainers
‘Manager as
coach’ training
Accredited coach
training for HRBPs
Coaching for
delegates on
leadership
programmes
Coaching for grads
and apprentices
Coaching for
women returners
Introduction to Exec
Board of coaching
so they support and
sponsor coaching
Coaching
resources/intranet
Supervision for
internal coaches
1 day workshops
on coaching for
entire population
Case Study | Large Multinational Retailer

12. Case Study | Technology Company
“In terms of recruitment fees and training, we have made savings in the region of £250k-£300K in
reduced attrition this year. This number does not include lost revenue for every day not charged
out in the down time between a leaver and a new joiner starting, which for us is huge, and could
take that saving well north of £500K.”
“Our engagement levels are the best for many years. We achieved a place on the Sunday Times
top 100 small companies to work for list this year, and 3 star accreditation in the Best Companies
survey.”
Coaching
Fundamentals –
for anyone being
coached
Coaching
Conversations –
for managers to be
able to coach
Being an Internal
Coach –
for designated
coaches

13. Inner City Primary School
One to one Exec
Coaching for Head
and Deputy Head
3 monthly full day
team coaching
session for SMT
Accredited coach
training for Head
Teacher
Parent coaching
training for two
members of
teaching staff
Coaching workshops
for all teaching staff
on specific topics
e.g. stress coaching
One to one coaching
on assertiveness for
two NQTs

14. Creation of coaching academies
NHS, City and Borough Councils,
Universities
Pooling budgets and resources to
train in-house coaches and then
coach in one another’s
organisations
Public Sector Developments

15. Benefits of Coaching | 6 months after in-
house coach training for managers
▪ 83% reported using the coaching techniques in 1-1s and appraisals
▪ 91% reported using the techniques in general coaching conversations
▪ 48% reported specifically using the coaching techniques in team meetings
▪ 75% reported using the coaching techniques more than once a week
▪ 83% reported using powerful questions
▪ 74% reported using appreciative inquiry

16. Benefits of Coaching | 6 months after in-
house coach training for managers
▪ 70% saw improved performance in their team
▪ 65% saw improved confidence levels in their team
▪ 48% saw improved motivation levels in their team

17. “Coaching produced a 529% return on investment and significant
intangible benefits to the business. Including the financial benefits from
employee retention, coaching boosted the overall ROI to 788%. The
study provided powerful new insights into how to maximize the business
impact from executive coaching.”
Return on Investment | The “Holy Grail” of
Coaching in Organisations
Merrill Anderson

18. Critical for coaching to demonstrate its
impact and to establish measures before any
coaching is implemented
Essential to understand “Why are we doing
this?” and fit with overall business objectives
Engagement of passionate and influential
sponsors of coaching key to its success
What now?

19. What now? The expansion of the industry:
Neuroscience
Introversion revolution
Niche coaching – e.g. “Keeping
Women In”
Development of internal coaching
capability and need for rigorous
coaching supervision

20. “The art of progress is to preserve order
amid change and change amid order.”
Alfred North Whitehead

21. Kim Morgan
Director of Barefoot Coaching Ltd
@BarefootCoaches
www.barefootcoaching.co.uk Available now on Amazon