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Megginson, David - In: Industrial and Commercial Training 32 (2000) 6, pp. 219-224

Argues that, in the fields of team working and coaching, the metaphor of sporting excellence is overused. Considers the …

Persistent link: https://www.econbiz.de/10014754948

Do we really understand coaching? How can we make it work better?

Redshaw, Bernard - In: Industrial and Commercial Training 32 (2000) 3, pp. 106-109

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is …. Individuals not only learn the new skills they are coached in, they also become better and proactive learners. For coaching to be … effective in an organisation, a supportive climate is required; one where coaching is regarded as a normal part of managing and …

Persistent link: https://www.econbiz.de/10014754953

Building business success: a case study of small business coaching

Porter, Sue - In: Industrial and Commercial Training 32 (2000) 7, pp. 241-244

use of business coaching. It also describes the use of the programme in an actual case study of business coaching. The …

Persistent link: https://www.econbiz.de/10014754959

Not “Leadership” but “leadership”

Piasecka, Alison - In: Industrial and Commercial Training 32 (2000) 7, pp. 253-256

efficiently from day to day and establish a solid base for empowerment, growth and development. Comments on the use of coaching in …

Persistent link: https://www.econbiz.de/10014754961

The inner circle of the trusted advisor

Buchen, Irving H. - In: Industrial and Commercial Training 33 (2001) 3, pp. 94-99

Much has been written about consultants and, of late, executive coaches. The estimate is that there are presently about 30,000 of both types and they earn almost $30 billion in the USA alone. But there is a neglected side, especially to executives – the trusted advisor. Although the number of...

Persistent link: https://www.econbiz.de/10014754976

The five steps to accomplishment

Rabey, Gordon - In: Industrial and Commercial Training 33 (2001) 6, pp. 198-202

without supportive coaching subsequent performance may not be maintained. Training per se will not increase productivity – it …

Persistent link: https://www.econbiz.de/10014754986

Executive coaching: the route to business stardom

O’Shaughnessy, Steve - In: Industrial and Commercial Training 33 (2001) 6, pp. 194-197

This paper examines the concept of incremental improved performance and applies it to the field of executive coaching …. The effectiveness of coaching as a management development tool is assessed by means of a survey involving 25 senior …

Persistent link: https://www.econbiz.de/10014754988

Creating champions

Piasecka, Alison - In: Industrial and Commercial Training 33 (2001) 2, pp. 69-72

is an important role for coaching in change management. The attention it affords individuals can greatly strengthen their …

Persistent link: https://www.econbiz.de/10014754996

Designing a training program which delivers results quickly!

Duguay, Scot M.; Korbut, Keith A. - In: Industrial and Commercial Training 34 (2002) 6, pp. 223-228

A well‐designed and executed training program minimizes new employee “on‐boarding” time and time‐to‐first‐contribution. This paper presents considerations for the design of a two‐phase training program for new employees – an initial program (addressing training requirements of...

Persistent link: https://www.econbiz.de/10014755028

Coaching as a strategic intervention

Rider, Liz - In: Industrial and Commercial Training 34 (2002) 6, pp. 233-236

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual … the broad benefits of coaching by seeing it purely as an as individual development intervention. This is classified first … generation coaching with limited organisational impact. Additional benefits can be realised when the organisational sponsor takes …

Persistent link: https://www.econbiz.de/10014755030

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