Key members of the international finance department in a large London-based services group needed to adopt new ways of thinking & working. The group was seen as dysfunctional & coaching was the lever selected to address this. However, from a distance it looked like a remedial act, like coaching to an imposed set menu; the agenda was entirely the organisation’s, more ‘table d’hôte’ than ‘a la carte’.
It is a measure of how far coaching has entered the mainstream that it is now a critical element of the part-funded UK government ‘Solutions for Business’ scheme. It is a powerful tool in the change and performance armoury and interesting to see it being endorsed in this way.