ABSTRACT
This chapter discusses the narrative accounts of how commissioners of coaching and coaches themselves understand coaching and why they engage with coaching as a development process. It provides the insights into commissioners of coaching in the Singapore and Hong Kong understand coaching and the rationale for introducing coaching into their organisation. The idea of being observed in action by a coach over time is one, as far as we can ascertain, that is not mentioned in the coaching literature as part of a coaches’ method. Commissioners of coaching refer to performance enhancing expectations from coaching, such as transitioning into more senior roles, enhance ability for strategic thinking, and help accelerate the pace of change and ensure acceptance of accountability for change.
