ABSTRACT
Good coaching practice provides opportunity and space for the coachee or team to think things through. Good practice requires the ability to disentangle intent and impact, means and ends; to dig out apposite lessons from complex and highly charged situations; to help people rediscover their belief in their own potential to be principled and to influence their environment for good. So, before action, the outcome of the coaching/mentoring is reflection-for-action, a solution or approach that fits the well-thought-out circumstances and values of the situation. Good practice will, therefore, require a new mindset from managers and staff. As well, organisations may want to create internal coach and mentor positions within the organisation to ensure a whole-of-organisation response. Team coaching is another area that is a relatively new kid on the block. A critical issue is that supervisors of one-to-one coaches do not necessarily have experience in or a sufficient body of relevant knowledge in team coaching.
