To read the full version of this content please select one of the options below:

Coaching for results

Paul King (Partner at Coaching Solutions, Bourne End, Buckingham, UK)
John Eaton (Partner at Coaching Solutions, Bourne End, Buckingham, UK)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 1 July 1999

6238

Abstract

Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achieving that goal. Following this definition, the article considers the coaching process in detail, and the role of the coach, particularly how members of the team make use of him or her. It develops two models for coaching to deal with different circumstances and illustrates their use with case studies. A “coaching culture” within the organization can also help generate a forum for creativity, planning and problem solving.

Keywords

Citation

King, P. and Eaton, J. (1999), "Coaching for results", Industrial and Commercial Training, Vol. 31 No. 4, pp. 145-151. https://doi.org/10.1108/00197859910275791

Publisher

:

MCB UP Ltd

Copyright © 1999, MCB UP Limited

Related articles