Executive & Corporate Coaching


We have singled out this service because it is currently the burgeoning development technique in business. Well established in the US, the executive coaching concept is now being adopted by leading organisations in the UK and Europe. Normally in the form of regular one-to-one sessions between an assigned coach and individual executives, the benefits are personal and corporate. If you are looking to build self-value, creativity, co-operation and goal-orientation, executive coaching will have a role to play.

What is coaching?

Coaching is a collaborative partnership between a coach and a willing individual which connects at the deep personal level of beliefs, values and vision, and which enables, through a process of discovery, goal setting and specific action steps, the realisation of extraordinary results. Coaching is also a body of knowledge, a technology and a style of relating that focuses on the development of human potential. Coaching is inter-developmental in that the collaboration develops both the coach and the individual being coached.

  • Coaching emphasises collaboration, partnership and mutual growth
  • Coaching is a relationship rooted in mutual respect and rapport
  • Coaching is anchored in constructive, respectful language
  • Coaching is endorsing rather than diminishing of people’s skills and abilities
  • Coaching assists individuals to see more possibilities than limitations in the organisation
  • Coaching offers a model for giving and receiving constructive feedback for improving performance
  • Coaching forwards team communications and provides a structure for managing conflict
  • Coaching provides a structure and a process to develop new behaviours and competencies, thereby eliminating the need for posturing and defensiveness

What is corporate coaching?

Coaching in the corporate setting uses the synergy of the organisation and its members to enable them to evolve their capacity for learning and renewal into achievement of extraordinary results. Corporate coaching is central to a cultural evolution process that shifts the landscape of the workplace from one where people receive direction from others to one where people commit to doing things they care passionately about. Everyone wins, and organisations achieve competitive advantage when organisational members’ creativity and potential are realised.

What is the context for corporate coaching?

Intense global competition, advances in computer and telecommunications technology, product and service innovation, and the emergence of the customer as a central player in the organisation, have created a new corporate imperative. To sustain competitive advantage, indeed to survive, organisations will be compelled to continuously innovate with unprecedented speed. Rapid responses to the marketplace will be possible only in those organisations which promote continual advances in knowledge within their cultures. To do this, organisational leaders and members alike must radically shift the way they think and act in relationship to work. They must place a new emphasis on learning and the harnessing of individual and collective creativity. This will require a new type of workplace relationship. Coaching provides both a technology and a process for such a relationship, and is one of the cornerstones for organisational evolution.

What are the benefits of coaching for the organisation?

  • Provides a platform for organisational evolution
  • Results in improved workforce recruitment and retention
  • Is applicable to all parts of the organisation
  • Uses a common language which everyone can relate to
  • Emphasises the unique potential of individuals
  • Is relevant to individuals as well as teams
  • Provides a vehicle for establishing internal and external networks and partnerships
  • Enhances communication with internal and external customers
  • Complements other improvement processes
  • Has sustainable benefits
  • Promotes focused performance discussions
  • Promotes development of new skills
  • Forms a basis for planning for career advancement
  • Fosters entrepreneurial thinking
  • Facilitates the building of shared vision

Are there any disadvantages for the organisation?

The evolution to a coaching based organisation requires commitment and sustained sponsorship at all levels of the organisation. There can be unevenness in getting everyone on board, and this can be initially unsettling to the organisation’s culture. The process encourages the development of personal leadership throughout the organisation. This can be difficult for those who remain vested in traditional organisational structures which empathises direction and decision making from the top. There will invariably be organisational members who are reluctant to enter into a coaching relationship due to internal obstacles. Moreover, coaching is not a quick fix program for serious organisational or individual performance problems.

Finally, those organisations which enjoy protected market niches may not have a compelling need or desire to introduce coaching as a vehicle for evolution.

What are the indications that a company is ready for coaching?

Some of the indicators that an organisation may be ready to become a coaching based culture include the desire for:

  • A system that promotes innovation and accelerates results
  • Increased results from present quality improvement programs
  • A more vital corporate culture
  • A performance management system that’s applicable throughout the organisation, thus ensuring that organisational communication and team effectiveness
  • Shared accountability for the success of the organisation

How is coaching distinct from training?

Training is the process whereby a prescribed curriculum or body of information is delivered by one or more individuals with specific expertise to others, often for the purpose of preparing them for particular roles or skills. Training does not typically take into consideration the uniqueness of people’s existing skills, motivation or commitment, and it does not usually result in radical shifts in people’s thinking and actions. Training tends to reinforce traditional organisational structures and dependency on top down direction and decision making.

How is coaching distinct from mentorship?

Mentorship is a supportive relationship in which a more experienced individual passes on his or her knowledge, wisdom and experience to an individual who is a novice. Often, mentoring relationships are utilised to pass on informal organisational cultural norms and to assist the individual in making connections which are important to career advancement. Mentoring relationships are not usually inter-developmental and may foster dependency on the part of both the mentor and individual. Mentoring tends to reinforce traditional organisational organisational structures defined by hierarchy and top down decision making. How is coaching distinct from performance correction? Performance correction is a performance management process which addresses less than acceptable performance as demonstrated by a pattern of behaviours and/or attitudes that falls below standards established by organisational job descriptions, policies, procedures or standard practices. The goal of performance correction is the resolution of problem behaviours and attitudes and re-establishment of consistently acceptable performance. It is not a collaborative, inter-developmental process, and it is hierarchical in its orientation.

How does coaching relate to other process improvement programs?

Coaching complements and enhances other process improvement programs. It does so because other process improvement programs typically focus on tools, techniques and work processes, but rarely on interpersonal factors. Coaching puts people into the process improvement equation and can dramatically increase the likelihood of success of those programs. As a technology for performance improvement, coaching also provides a structure for measurement of quantifiable results. Who can be a coach? An individual does not have to have any particular background, training or organisational status to become a coach. People who gravitate toward the role of coach are often those who are already natural leaders in their organisation. They are people who want more for their organisation, and from their own performance, and they are eager to help others reach for more. Through their honesty and passion for learning and growth, they have a natural ability to inspire others to reach for new levels of performance. They see possibilities.

Can everyone in an organisation be coached?

It would be nice to be able to say that the answer to that question is a resounding “yes”. The truth of the matter is, though, that roughly 15-20% of individuals in an organisation are probably not coachable. This could be because they are unwilling, have serious performance problems, or are planning to retire or move on to another job. The good news though, is that as the organisation begins its evolution, these individuals won’t find it very comfortable to remain because standards are naturally elevated, and the organisational culture expects more from everyone. The even better news is that the organisation then attracts and retains higher calibre talent than previously.

TRANSCEND’s Unique Monitoring System

The Transcend Group has developed a unique monitoring system for its coaching programmes. At regular intervals the candidates fill in a multi-part questionnaire similar to a psychometric test. The answers are scored and weighted to produce a series of ratings. Therefore, over successive tests, normally at three month intervals the candidates progress can be charted and the improvements scientifically analysed. This is an approach unique to Transcend.