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The purpose of this two‐part paper is to outline a new way of utilising coaching to drive wide scale organisational change.

The various benefits to using internal coaches are illustrated by fleshing out the cost benefits, and highlighting a range of ways that organisations can integrate coaching into their people, performance and culture frameworks. The paper covers training, design and implementation issues as well as looking at aligning coaching models with the organisation's strategic approach; draws on extensive case studies and posits some best practice principles, then addresses some of the key questions around this topic. This paper also draws on interviews with over 50 internal coaches over two years, and several other research papers on this topic.

The paper illustrates how training leaders to be internal coaches is a more scalable, sustainable and robust approach to driving change and improving performance than hiring external coaches. Early indicators are showing significant increases in retention, engagement, productivity and performance, as well as ROI (17X), across organisations that have developed internal coaching.

Data are critical to understanding coaching impacts within organisational contexts. Thanks to those organisations using measurement, impacts to the business can be determined.

These positive data are significant for organisations making decisions around introducing coaching initiatives, driving organisational change or adopting a coaching culture.

This article is the second in a two‐part series. The first outlined why coaching is an imperative, the forces that create complexity, and the need to identify the behaviour that has to change as a critical first step in the coaching process. Part 2 explores the need for a coaching model; respect as a factor in the basic coaching relationship, the difference between counselling, tutoring, mentoring and performance improvement; the relationship between coaching and control; and the importance of setting the context if coaching interventions are to succeed. The material and the concepts behind the ideas explored are drawn from experience within the Lawson Mardon Group, a major international printing and packaging conglomerate with more than 40 businesses spread throughout six countries.

This paper aims to outline the steps and process used by the American Cancer Society, a not for profit organization, when creating and implementing an internal coaching capacity.

The paper examines in detail the design, implementation, successes, and key learning points of the creation of an internal coaching program.

Organizations can build an internal coaching capacity utilizing current talent and limited external resources to benefit the development of targeted staff.

The paper details steps to build a coaching cadre.

The paper provides an alternative to buying coaching for an organization and outlines the multiple benefits to building an internal capacity.

In this paper, we provide a brief understanding of the field of managerial coaching, specifically, offering insights on what has been studied and ideas on where the field can move forward.

We review managerial coaching research, focusing in particular on its consequences and determinants. Based on the review, we uncover three areas that will help advance the development of managerial coaching research.

Our review indicates that both individual and contextual factors influence managerial coaching. Managerial coaching is beneficial not only for employees but also for managers who engage in coaching and the teams they manage. Despite the overwhelmingly positive view of managerial coaching, emerging research addresses the detrimental effects of coaching on managers who engage in coaching. We call on researchers to undertake more work on the factors that reduce managers’ inclination to coach, dark side outcomes of coaching, and role of individual and contextual factors in influencing the effects of coaching.

By reviewing extant managerial coaching research as well as suggesting fruitful avenues for researchers to explore, this paper serves as a useful guide for scholars interested in contributing to the emerging body of research on managerial coaching.

The purpose of this paper is to increase understanding of the business impact of executive coaching and enhance the utilization of coaching throughout the firm.

The ROI study consisted of a three‐step process: understand the business value expected by the firm's senior leadership; document what staff have learned from coaching; explore how staff applied what they learned from coaching to create intangible and monetary value for the business.

After the effects of coaching were isolated: monetary benefits were discounted by the isolation (interviewees were asked how much of the value did they attribute directly to their coaching experience) and error percentages; two extreme values were eliminated from the analysis, each totaling over half a million dollars; all monetary benefits were reduced by an additional 50 percent to ensure a conservative set of monetary benefits; Coaching produced intangible and monetary benefits for seven out of eight business impact areas; and ROI of $3,268,325 (689 percent)

Attaining business benefits requires taking a more proactive stance in how coaching is managed: ongoing measurement of the value of coaching should be linked to the achievement of specific business objectives and value propositions set by Booz Allen officers; periodic reviews of progress and business outcomes will suggest ways to increase business value and meet senior leader expectations.

Provides leaders of executive development programs with an approach to assess the monetary value of executive coaching.

The paper's aim is to assist OD managers in the design and implementation of a coaching culture in their organization.

This is a conceptual/discussion paper, which draws on real world examples and is supported by the coaching literature.

OD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.

There is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.

The purpose of this paper is to explore the issue of workplace coaching and offers insight into the various coaching practices that are necessary to produce better employee performance and results.

The paper reports on a survey of 219 experienced managers who were asked to respond to a series of questions on the subject of coaching on a four point strongly agree to strongly disagree scale and references previous research in the discussion.

Key findings include that participant managers consider: coaching to be critical to their success and the success of their employees; coaching requires individualized strategies based on the employee's ability and motivation; employees do not always receive the coaching they want and need; and managers believe that they have considerable room for development in this critical leadership practice.

The primary limitation of this descriptive study is the use of a targeted convenience sample which might restrict the generalizability of these findings.

Implications of this research include: organizations placing greater effort in assisting managers to develop their coaching talents; managers tailor‐making coaching strategies for individual employees; and creating a better understanding of the factors that drive employee performance and what managers can and should do to impact these factors.

This paper moves away from the concept of “generic” coaching and makes a very strong case for “individualized approaches” to employee coaching and for managers to give coaching greater time and priority on a daily basis as leaders.

The purpose of this paper is to understand the extent to which clients manage, track and evaluate coaching within their organisation, including awareness of the number of individuals being coached, awareness of their annual coaching spend, existence of a consistent and robust process for tracking all coaching, quality assurance processes in existence, and the evaluation of the impact of coaching.

Semi-structured telephone interviews with HR, OD and L&D Directors and Managers in 69 large UK organisations collectively employing approximately 688,000 people.

Whilst a handful of organisations are very satisfied with how coaching is managed, the vast majority feel there is room for improvement. The research highlights a number of issues: more than half the respondents do not know how many of their employees are currently working with an external coach and less than half are involved in a three-way meeting to sign off the coaching objectives at the beginning of the contract. In terms of evaluation and ROI, less than one in seven organisations have calculated their return on coaching investment, despite some organisations spending well in excess of £100k per year.

Whilst the prevalence and benefits of coaching have been discussed at length over recent years, despite significant resources being invested in coaching there appeared to be very little research on how coaching is being resourced, managed and tracked in organisations. To that end, The Learning Curve (TLC) Ltd commissioned Adsum to investigate this research gap.

To identify the distinguishing characteristics and future challenges for the business coaching industry in Australia.

A telephone survey of business coaching firms was used to identify the main structural characteristics of the industry. Structured interviews with selected business coaches were used to identify the key business and professional issues they faced.

Firms in the business coaching industry in Australia have three main characteristics: most firms are young and small; most are not exclusively dedicated to coaching; and most have a poor appreciation of the competitive environment in which they operate.

The research identified three main challenges for the business coaching industry that will need to be addressed if business coaching is to develop further: the challenge of defining standards of service and performance that do not inhibit the flexible and personal orientation of the coaching process; the challenge of developing a more coherent and well understood perception of the nature and benefits of business coaching amongst industry more generally; and the challenge of establishing robust and durable coaching businesses that can take leadership in growing and developing the industry.

Business coaching is an emerging industry that is increasingly being used to provide learning‐based interventions in organizations. To date there has been little formal research into the nature of this industry or the services it provides. This paper addresses this by examining the “state of play” of business coaching in Australia.

This paper's aim is to assist organizational development (OD) managers in the design and implementation of a coaching culture in their organization.

This is a conceptual/discussion paper, which draws on case real world examples and is supported by the coaching literature.

OD managers must consider a range of factors when designing and implementing a coaching culture including: the motivation of a leader to coach; the health of internal coaching relationships; and role modeling.

There is little in the coaching literature that explores or provides practical insight into the design and implementation of coaching cultures. In particular, this paper provides insight into the motivational dimensions of establishing a coaching culture, and provides practical examples of how it applies in practice.