Internal coaching and mentoring is on the increase in international humanitarian and development organisations.
The increase is not just due to cost reasons but because it has the knock-on effect of motivating those chosen as coaches and mentors, and giving them a sense of pride and engagement, according to a report from the Center for Creative Leadership and People In Aid.
There is a move away from classroom learning to individual development, a rise in coaching and mentoring using in-house staff and cancelling coaching is very much a last resort,
“We need to keep our people up-to-date – otherwise we won’t have the right sort of people in place come the upturn,” said one respondent.
There is more measurement of coaching activity, looking at what was learned, what development changes took place and what needs to happen next. There is also increased use of coaches and mentors from other aid organisations to provide fresh insights and share experiences – particularly in field operations, says the report.
Although technically sound, aid and development operations often struggle and fail because of people issues. Leadership is often lacking, or concentrated in too few individuals with the wrong skills and training. The number one 1 failure of leadership at every level was lack of communication – up, down, and sideways. Part of that was a consistent failure to have courageous conversations and deal with poor performers.
David Altman, the Center for Creative Leadership’s executive vice president for research & innovation said: “Successful international NGOs are adept at innovation in the face of challenge and change, and this report shows their recognition that leadership development is crucial. As one respondent in Uganda said: ‘Where you come from, this leadership training may result in better management and better business practices. Here in Uganda, this teaching has the potential to save lives.”