What motivates employers to commission executive coaching?

There are six main motives for organisations in introducing executive coaching:

to support the induction or appointment of a senior person into a more senior, or different role
to accelerate the personal development of individuals defined as ‘high potential’, or individuals from a minority group identified for affirmative action
to underpin the effective implementation of organisation change, through supporting teams and individuals
as a critical friend or independent sounding board to a senior individual
to support senior individuals engaged in wider personal effectiveness programmes, such as 360-degree appraisal or development centers
as a means of rewarding and retaining key staff critical to the business

The reasons for the phenomenal growth in the use of executive coaching by employing organisations may include:

the knock-on effects of the downsizing of the 1990s, resulting in ‘lonely’ and isolated senior managers who welcome support and challenge from someone external to their immediate work environment

the increasing demand by organisations for senior managers/professionals with key ‘soft skills’

Some senior managers consider they have ‘made it’ and worry that being seen to undergo development may be adversely perceived by others. The nature of the executive coaching relationship is private, confidential and avoids public gaze.

Attendance on whole-day courses or regular learning sets can seem an imposition into an already busy schedule. Sessions with executive coaches can be fitted around other diary commitments.

The executive coaching process:

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