ABSTRACT
Executive coaches spend a great deal of time and effort with influential executives in potential and new international client organizations, educating them about the nature, purpose and process of coaching and convincing them of the benefits. This phase is recognized as crucial in many organizational coaching programs, for example by Skiffington and Zeus (2003: 129), who list education of client and coach as the essential first step in a seven-step process. Often, human resource (HR) departments (now often differently titled, such as ‘people and culture’) are a natural entry point for coaches. Increasingly, ‘HR’ is charged with the responsibility of selecting coaches for organizational coaching panels, assessing coaching proposals, rolling out manager/leader-as-coach programs, and so on.
