Coaching supervision is on the rise globally but regions share similar challenges in ensuring it reaches its potential. Carol Whitaker and Kristina Crabbe report Prominent figures in coaching supervision from all over the world took part in a collaborative enquiry into the global state of coaching supervision, organised by the Global Supervisors’ Network (GSN) and chaired by Professor Peter Hawkins. The dialogue, which involved facilitated sessions on 6 and 7 December 2018, was set up to celebrate the GSN’s third birthday the following month [January 2019]. In addition to the ‘inner circle’ of invited speakers, there was an ‘outer […]
In Part 1, Peter Jackson explored affective and somatic aspects of intuition and potential origins of ‘felt’ knowledge. He asked whether practitioners used intuition based on some specific area of knowledge, and how coaches actually used intuition in their practice. Part 2: Carmel O’Connell explores these questions in more detail in her field work We’re all aware as practitioners that we bring something human to the coaching relationship. That whatever our style of practice it’s more than a logical sequence of steps: it’s a collaborative dance of ideas, energy, feelings, images. As a coach, I’m aware that intuition plays […]
As we move into 2018, we asked prominent industry leaders and thinkers to share what they think lies ahead. Part 1: trends and challenges in the coaching space for individual practitioners and organisations By Liz Hall Continued uncertainty, supply of coaches exceeding demand, an even greater need for flexibility and creativity, more demand for team coaching along with more debate about what it actually is, more prominence of wellbeing and health coaching, neuroscience, mindfulness and positive psychology: this is a flavour of what’s ahead for individual coaching practitioners. “Positive psychology has become one of the leading disciplines informing coaching and […]
Tatiana Bachkirova, professor of coaching psychology and director of the International Centre for Coaching and Mentoring Studies at Oxford Brookes University, discusses her research on self-deception in coaches I have been fascinated with the phenomenon of self-deception for a long time since noticing that I am quite capable of deceiving myself. It is also impossible to imagine that self-deception would not influence, at least in some way, the coaching process. Observant coaches may notice our clients sometimes deceive themselves, for example, about their status and prospects in the organisation, not noticing ‘the bad news’ to stay in the comfort zone. […]
Internal coaching is thriving in the biggest accounting firms in the UK. In this report, based on a case study by Clive Mann, managing director of Ridler & Co, we examine the development and success of internal coaching in the Big Four accounting firms. What can other larger organisations learn from them?
The ‘Big Four’ accounting firms in the UK: Deloitte, EY, KPMG and PwC, have all developed their internal coaching into sophisticated, highly credible, well-established functions. Interest in internal coaching is rising among other large organisations, too. According to the latest 2013 Ridler Report, 79 per cent of large organisational respondents expected to see an increase in internal coaching in the next three years, with 39 per cent expecting a large increase.
That interest is being driven by factors, including internal coaches’ deep understanding of their organisation’s business context/political environment, the contribution that internal coaching makes to the organisation’s coaching culture and the relative value for money of internal versus external coaching in context of the increasing demand for executive coaching.
Clive Mann, managing director of Ridler & Co, says: “Over the course of the last seven years of researching trends in the use of executive coaching in the Ridler Report, it became clear that the Big Four accounting firms were doing a huge amount of executive coaching and had built up considerable expertise, especially in the provision of internal coaching. The credibility of internal coaching has become extremely well established in these firms, with full-time internal coaches working with some of their most senior individuals.
“The 2013 Ridler Report indicates that many organisations in the UK and internationally, intend to expand their use of internal coaching as the demand for coaching increases. I felt that these organisations could learn from the Big Four’s many years of experience and lessons learned. The idea to write a case study had its genesis when I met with the Big Four at the EMCC UK’s Professional Services Network in 2013.
“The Big Four have been very open, collaborative and generous in sharing their internal coaching approaches in the case study, for the benefit of the wider community.”
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