Research Paper By Louise Talotta
(Corporate and Life Transition Coaching, UNITED STATES)
The purpose of this paper is to explore the success factors for coaching in corporate environments. The perspectives of company senior leaders, coaching program leaders, coaches and clients will be taken into consideration since effective coaching programs work holistically across job levels and roles and must meet the needs of all who are accountable, responsible or receiving coaching.
As companies continue to discern value in the marketplace, usually defined as profitably, they have many choices and directions when designing strategic business imperatives. Coaching comes up often as a consideration for enabling profitability because it is seen as an activity that can develop or assess talent. Companies can choose from many coaching approaches such as homegrown, vendor purchased, executive coaches, coaching consultants or a mix of programs and methods. Some company coaching programs succeed while others fade away if their value and contributions to profitability cannot be, or is forgotten to be, articulated.
A recent coaching article by Dr. Douglas LaBier, ’Why CEO’s Don’t Want Executive Coaching’ cited a study by the Stanford Business School that found that nearly two-thirds of CEO’s don’t receive executive coaching or leadership development. “Paradoxically” he states, “nearly 100% said they would like coaching to enhance development.”