ABSTRACT
The authors believe that coaching needs a revolution in its theory and practice to address the complexity of 21st century challenges, ensuring that coaching is systemic and does more than deliver benefit to one individual. Peter was challenged in a workshop on coaching culture strategy in South Africa by a young, black, front-line manger who said, “It sounds like the people with the big offices, big cars, big pay-checks, now get the big coaches. I think this is very expensive personal development for the very highly privileged.” Building on that challenge, the authors consider who the client is, moving beyond the individual to the many stakeholders: from team, organization and sector to the planet’s wider ecology. The chapter outlines book topics, from multistakeholder contracting to systemic team coaching, supervision, ethics, evaluation and training. Peter Diamandis, the founder of Singularity University in Silicon Valley, says the choice for organizations and professions is to disrupt oneself or be disrupted. Coaching needs to do so with ‘Three Horizon thinking” (Sharpe, 2013), moving from business as usual, to innovating for tomorrow and developing future fore-sight, to be radically different and face with confidence changes that include: the increase in digitalization, robotics, A.I., the growth of peer coaching, self-coaching and outsourcing.
