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This paper aims to describes how the UK arm of an international financial‐services group reformed its coaching to suit today's fast‐pace, high‐change environment.

It explains why the coaching function needed to change, the reforms introduced and the results they have achieved.

It details how the number of coaches was reduced from 50 to 12 and how their performance was geared much more tightly to organizational needs.

The paper explains that a framework set out new standards for coaching, including: a more rigorous process for selecting and matching coaches; a priority system to focus coaching where it could make the biggest difference; tailored coaching competencies; a commitment to bring line managers into coach contracting and review conversations; and a system for measuring coaching to ensure it helped to achieve business goals.

It demonstrates how coaching can be made more effective, to the benefit of individual employees, their employer and, ultimately, society as a whole.

The paper gives the inside story of coaching reform at a major financial‐services firm.

This chapter focuses on two major concepts in entrepreneurship training, namely coaching and mentoring. A study of these concepts reveals at least two schools of thought, that coaching and mentoring are two parallel and distinct activities that can be used to support each other, and that coaching and mentoring are not separate activities — coaching is considered part of the mentoring activity or mentoring part of the coaching activity. Data from 36 university-based training programmes and 450 coaching and mentoring cases at 7 Swedish universities were analysed. We used a checklist to gather information on 21 items linked to these 4 distinctive groups: first structural issues (mission, form and task); second, process issues (i.e. connection to programme content, meeting environment, problem solving, assessing the opportunity or idea, operative role, confidentiality and networking); third relationship (i.e. extent, meeting, initiative, homework, documentation and follow-up) and fourth character of the coach and mentor (background and experience, engagement, integrity, social skills and role or ethics).

Coaching and mentoring differed markedly, for example in terms of mission, problem solving and use of generalist versus specialist competence. Similarities occurred in the areas of opportunity or idea assessment, and meeting environment, operative role and confidentiality agreements. The authors are convinced that the coach and the mentor have different roles in helping the young individual to become a better entrepreneur. Coaching and mentoring were found to be parallel activities that complement each other.

Talentedly is a startup focused on delivering accessible, actionable, and affordable one-on-one professional coaching virtually and at scale. By leveraging technology to deliver every aspect of the experience, Talentedly is able to ensure the quality and consistency of service and measure the impact that professional and career coaching has on individual and business outcomes. This case study explores three areas of professional coaching in the digital age: market size and overall state of coaching in the US market, a review of meta-analyses that measure the impact of coaching on the individual and company, and the outcomes, potentially predictive, of self-assessment criteria on the completion of virtual one-on-one professional coaching.

Language plays a complex role in coaching, facilitating communication, comprehension and meaning construction. Yet, the implications of coaching in a non-native language are uncertain and under-researched. This study explores the role of non-native language (NNL) in dyadic workplace coaching practice. Specifically, it explores how working in a NNL influences the coaching experience from the coach’s perspective.

A qualitative approach was chosen to explore the way coaches view coaching in a NNL. Twenty-three semi-structured interviews were conducted with coaches experienced in coaching in NNL. Reflexive thematic analysis (RTA) was applied for data analysis.

NNL coaching presents a paradoxical mix of negative and positive tensions for the coach and coachee in communication, relationship and insight. NNL coaching is nuanced and may be accommodated using coaching competencies to mitigate the potential for misunderstanding and relationship rupture. It offers alternative perspectives to existing worldviews, eliciting deeper insights. Coaches’ confidence in coaching in a NNL varies from a challenging struggle that perceptually hinders performance, through ambivalence, to a sense of greater resourcefulness.

The study contributes to the stream of literature on language in international business, sociolinguistic research and how meaning is constructed in a coaching process. First, the work develops a distinction between coaching in a native language (NL) and a NNL. Second, study results indicate that the context of NNL creates challenges as well as opportunities in a dyadic coaching process, particularly regarding aspects of the coach–coachee relationship and insight elicitation via alternative perspectives. Moreover, several practical implications of the study for the coaching practice are discussed.

This paper has the aim of exploring whether virtual coaching in an organisation may be facilitated and enabled by intranet technology for the creative dialogue of e‐coaching.

A review of the e‐coaching, the enabling role of technology, and intranet technology and intranets literature is undertaken. It is then argued that by adopting an autopoietic view of an intranet, virtual coaching may be facilitated and enabled by intranet technologies for the creative dialogue of e‐coaching in an organisation.

Rather than intranet technology and intranets being simply an add‐on to established processes in an organisation, technology and coaching are synthesised into something new and exciting in the e‐coaching domain.

The six implications for organisations suggested in the paper are not inclusive, but may provide an avenue for research in the evolving e‐coaching domain. A research entry point may be the development and validation of a theoretical framework for e‐coaching.

In order that e‐coaching may be seen as a development partnership, six implications for organisations are suggested.

E‐coaching can be seen as a developmental partnership in which much learning can take place using e‐mail but will be augmented by the enabling role of an intranet.

The purpose of this paper is to share the author's viewpoint on coaching and its benefits. It also aims to cover using coaching as a development tool and how reciprocal coaching can be of benefit to organisations.

The author's approach to this paper is to consider how she became involved in coaching and the developments that evolved.

The paper provides insights into coaching as a development tool and how to “grow” coaches within organisations.

The paper includes development of a coach as manager strategy, as well as the development of a coaching and mentoring network.

The paper describes the value of coaching within organisations.

This article sets out to explore the similarities and differences between coaching and therapy – a subject of great interest currently within coaching and therapy fields.

The objectives are achieved by examining the convergence of approaches and thinking within these fields, as well as exploring theoretical contributions to the debate.

Coaching and therapy have a number of similarities. However, as this article explores, the two disciplines are in many ways, considerably different, particularly in terms of context issues bought to sessions and the ultimate intension. Typically, the skill sets required for each differ. Practical considerations such as terms of contract, length of session, pricing and boundaries also vary greatly.

The paper examines in greater detail a subject which is of very definite interest to both coaching and therapeutic practitioners, and also examines the popular argument in greater depth.

In this article the author, Managing Director of the leading coaching and coach training company, Peter Bluckert Coaching, and founder member of the European Mentoring and Coaching Council, sets out a personal view on the current state of the coaching market. That market, and, indeed, the profession of coaching, is fairly young, but it is one that he expects will undergo significant changes in the next few years, spurred by the demands of an increasingly discerning client base. Clients will look to employ coaches who are truly adding value and coaches will need to differentiate themselves in the market place through the quality of their initial training, the extent to which they are committed to ongoing personal development and supervision and their ability to operate at a deeper level with individuals. The author welcomes the greater professionalisation of coaching and looks to a lead body to take forward that process of change.

The purpose of this paper is to raise organization's and practitioner's awareness of how to maximise coaching investment via enhancing coaching transfer.

This paper is based on a research project that comprised two sub‐studies. The first employed used semi‐structured interviews and qualitative analysis techniques to explore coachees' (N=25), coaches' (N=9) and organizational stakeholders' (N=5) perceptions of a successful coaching outcome and the facilitators and barriers to transfer. The second study administered a self‐report questionnaire developed from the results of Study one to coachees (N=110) to explore possible relationships between transfer and coachee motivation, work environment psychosocial factors and situational factors.

Coachees, coaches and organizational stakeholders described coaching outcomes as comprising intra‐personal development, personal and performance outcomes. Further, they described transfer as associated with a pro‐development organizational climate, psychosocial support and the coachee having a pro‐development attitude. Correlational analyses of questionnaire data supported these findings.

The findings were based on self‐report. Despite the limitations of self‐report data, they provide a useful indication of the factors which likely impact on coaching transfer.

The findings are valuable in that they provide practical guidance to assist organizations and practitioners maximise coaching investment.

Although this study drew on training transfer research, it was original in the field of coaching.