Most leaders, at least in the world of business and commerce, have some experience of coaching. So, too, have many leaders from other sectors, from politics to religious organisations. Whether leaders get full value out of the coaching they receive is more difficult to ascertain, but our interviews with coaches about their clients and with clients about their coaches leads us strongly to the conclusion that much, if not most coaching only achieves part of what it could.
This short guide aims to equip you, the leader, with the insight to select the right coach for yourself, to know when to move on, and to maximise the value you get from your coaching sessions. And there is more than enough evidence that the value of good, timely coaching is immense; and that it has positive impact on you as an individual, your team and your organisation.
David Clutterbuck is one of the international pioneers of developmental coaching and mentoring. He introduced structured mentoring to Europe in the early 1980s and more than 20 of his 60 books are in this field.
Co-founder of the European Mentoring and Coaching Council in 1992, David is visiting professor at Sheffield Hallam and Oxford Brookes Universities and external examiner for the Ashridge Coaching MBA. He maintains a constant programme of original research into coaching and mentoring, especially into the areas of good practice and establishing the evidence base. One of HR Magazine’s top 15 HR influencers, he leads Coaching and Mentoring International Ltd (a global alliance of trainer/ consultants) and is a co-founder of the Professional Mentor Academy.
David has also researched, written and consulted widely in the areas of systemic talent management, business excellence and corporate governance. Amongst David’s many books are: Coaching the Team at Work, Making Coaching Work: Creating a Coaching Culture, The Complete Handbook of Coaching and Beyond Goals.
David sets himself at least one major learning challenge each year – from sky-diving to becoming a stand-up comedian.