Organizations worldwide have relied for years on team-based personnel structures to better solve complex issues and complete complex projects/tasks and achieve specific outcomes within and across organizations and business units.
Organizations, business leaders and personnel must learn to work effectively in today’s fast paced, highly volatile, complex and globalized business environment. Rapidly changing collaborative technologies, the shift from routine work to non-routine knowledge economies, the need to consider multi-disciplinary and trans-disciplinary approaches, along with the need for more nimble and adaptive business structures, have changed how we do business, our working environments and the way we work. In response, organizations worldwide have relied for years on team-based work structures to better solve complex issues and complete projects/tasks and achieve specific outcomes within and across organizations and business units.
This white paper uses a comprehensive and considered literature review to explore the concept of team coaching as it relates to supporting organizational teamwork in today’s complex and volatile business environment. The goals of this paper are to provide organizational leaders and business-coaching practitioners with an evidence-based guide to how and why team (business) coaching is important and to show how this model of practice can be used to support organizational team-oriented problem solving, complex-project/task completion and better achievement of organizational goals and outcomes.
Business organizations and business units often fail to realize the full potential of their teams because they apply outdated business management concepts and practices to evolving collective leadership processes and multi-disciplinary or trans-disciplinary issues.
Traditional business practices and problem solving, whether at the individual, work group or team level, is often hampered by personal, disciplinary and/or organizational culture boundaries that inhibit us from looking beyond our confines for new or better solutions. Many of the business issues we face today involve wicked problems that defy traditional solutions and can only be ameliorated or solved by collaborating with people who bring a diverse set of knowledge, skills and perspectives to the issue. Thus, we can no longer always rely on the wisdom of the people within one organization, let alone one discipline, to solve some of our more complex business issues.
Additionally, our traditional views of what teams are, what they need to operate and what supports them are no longer fit for purpose when considered against current business realities. Without knowing what the key drivers or essential and enabling elements for team successes are or how and when to apply them, business leaders will continue to make costly mistakes in terms of time, money, effort and the achievement of organizational goals and outcomes.
Research evidence has shown that successful teamwork within our complex and volatile global organizational environments depends on proper team design and structure, team launch and ongoing team coaching by qualified and competent team coaches—at the right points in time.
Academics and practitioners within fields such as, but not limited to, business, business coaching and organizational development have examined the successes and failures of teams within the business context for many years and have identified (1) team design and structure, (2) team launch and (3) ongoing team coaching as being the key drivers for improved team performance. Providing the foundation for this improved team performance are three essential and three enabling conditions respectively:
- Creating a “real” team
- Having a compelling purpose
- Ensuring that the right people are on the team
- Providing a solid team structure
- Creating a supportive context
- Providing team coaching at the right points in time
Lastly, qualified and competent team coaches have been shown to positively influence the success of team-based personnel systems and processes, and therefore play key roles within each of the business-team design, structure and support elements. Within this business context, the team coach has a dual focus: one that focuses on individual team members and allows them to discover how their personal characteristics, behaviors and perspectives impact the team and business processes; and one that focuses on the larger objectives and successes of the organization. It is this dual focus and discovery process that differentiates business coaching from other types of coaching. Thus, private and public organizations wishing to achieve successful team-based outcomes must consider incorporating qualified and competent team business coaches into all of their team-oriented work structures and processes.
Qualified and competent team coaches positively influence the success of teambased personnel systems and processes, and therefore play keys roles in supporting team-based personnel structures.
Full White Paper
Qualified and competent team coaches positively influence the success of team based personnel systems and processes, and therefore play keys roles in supporting team-based personnel structures.
As business, and business coaching, becomes more global, the impact of most business coaching approaches can be enhanced by giving more attention to the influence of culture.
In Coaching Across Cultures: New Tools for Leveraging National, Corporate and Professional Differences (Rosinski, 2003), I define coaching as “the art of unleashing people’s potential to reach meaningful, important objectives.” A cultural perspective in coaching can bring to the surface powerful issues and assumptions related to culture and mobilize them to unleash client potential and facilitate sustainable and positive change. The key approach is to value and explore differences rather than seeking to impose norms, values and beliefs. The coaching impact goes further than enhancing the company bottom-line. As coaches we have an opportunity to help foster the conditions of a better world.
I do not suggest that coaching from this perspective is superior or even the first perspective that one should take. However, I believe that it is a crucial perspective that has been given insufficient attention during the relatively short existence of the profession of coaching.
Groups of all kinds have cultures. Groups originate from various categories, including geography, religion, profession, organization, social life, gender, and sexual orientation. A group’s culture is the set of unique characteristics that distinguishes its members from another group. However, culture is not static — it evolves. Our individual identities are a synthesis of the cultures of the multiple groups to which we belong. On the surface level, culture concerns the language we use, our greetings, and our dress. Beneath the surface it can determine our thinking patterns and how we go about solving problems. It influences how our businesses are structured.
As coaches and executives we can use culture to unleash potential in many ways. We ignore the influence of culture at our peril because it influences thoughts, behaviors and emotions. It is pervasive, vastly underestimated, and can be a powerful force for positive change. We seek to unleash client potential by creating new ways of operating through drawing on many different approaches. We consider context, preferences, possibilities and consequences and come up with ways that work best for the client, within ethical boundaries.
A Practical Approach to Leveraging Cultural Differences
With a lever, you obtain a stronger force than the one you are exerting. Leveraging cultural differences means achieving more output with a given input. The input is human potential — individual or collective, in its rich cultural diversity. Through considering and leveraging alternative cultural orientations we can enlarge our views, our options and achieve synergy.
Although there is no set recipe to follow, I set out in Coaching Across Cultures a useful framework of The Global Coaching Process. Through this approach, coaches and clients can connect their personal voyages with those of their families, friends, work colleagues, organizations, communities and society in general. Different levels and layers of culture will interact and the ground will be uneven and shifting. In coaching conversations we aim to facilitate clarity by inviting an exploration of cultural influences. Clients can then leverage culture to unleash their potential and successfully pursue their goals. In this process we assist clients in finding new ways of operating that are meaningful and sustainable in their contexts.
The Cultural Orientations Framework (COF)
I have drawn together cross-cultural research on orientations across a range of human activities into the Cultural Orientations Framework (COF). One orientation is not right and others wrong. I invite clients to adopt an and approach, rather than an either/or.
The COF looks at seven categories. Here I give a brief example in each:
1. Our sense of power and responsibility;
There are three ways we can relate to the world in general, and more specifically to our businesses and our own careers. (1) We can seek to control. (2) We can be humble where we accept natural limitations. (3) We can also strive for harmony and balance with nature.
We encourage our clients to work with each of these. They can take responsibility for their lives, follow their dreams, and strive for excellence and advancement — a stance of control which can provide motivation and lead to positive self-fulfilling prophecies. At the same time, they can accept natural limitations of both themselves and their situations. Knowing one’s limits is not always obvious, but humbly accepting them is paradoxically within one’s control. Harmony is learning when to act and when to accept with humility what has occurred.
2. The way we manage time;
There are different cultural orientations to managing time. For example, many executives see time as a scarce resource. An alternative orientation is to view time as plentiful. For the client who sees time as scarce and gets caught in a daily flurry of activities without meaningful actions, we might discuss strategies for opening up opportunities for reflective thought — while at the same time making strategic use of their capacity for high-speed action. By viewing time in a plentiful fashion, the client may paradoxically appreciate the scarcity of time.
3. How we define our identity and purpose;
In defining identity and purpose, it is common for executives to refer to how much they do and achieve — a doing orientation. Another orientation is to stress living itself and the development of talents and relationships — a being orientation. For example, with clients whose preferences are for doing a lot at the expense of productive and meaningful relationships in the workplace, we may encourage them to try new strategies for building trusting, sustainable relationships. Not only can they then do more, but they may also receive the benefits of a richer personal and professional life.
4. The organizational arrangements we favor;
One way people differ on organizational arrangements is in the degree to which they are collaborative or competitive. In competitive cultures, the workplace is often the stage for a contest between individuals or work areas. The aim is to win. In collaborative cultures, the emphasis is more on working together. The European Union is an example of leveraging competition and collaboration. Countries strive to be the best. Governments regularly compare their performances with their neighbors’ to motivate performance – but there is also collaboration. Best practices are exchanged in all areas; science, engineering medicine, and so on.
5. Our notions of territory and boundaries;
In protective cultures, people are keen to protect their physical and mental territory. They like to keep their physical and psychological distance. In sharing cultures, people seek closeness and intimacy and in the workplace they freely discuss personal subjects as well as business matters. Clients who favor a protective approach can be encouraged towards a sharing orientation through greater self-disclosure. This can promote greater protection through establishing network relationships built on trust. The stronger network also builds productivity benefits.
6. The way we communicate;
There are many variations across cultures in how people communicate. For example, US business practice is typified by a direct communication style where the priority is to get one’s point across. In many Asian cultures, an indirect style is favored, where the priority is to maintain a cordial relationship. To leverage the two orientations, I suggest being clear and firm with the content while being careful and sensitive with the form. Some coaches hold bluntness as a virtue and will challenge clients directly as a sign of courage and honesty. This approach may well backfire across cultures. By holding to the substance but being sensitive on the process, coaches can leverage difference for the benefit of the client.
7. Our modes of thinking.
Much recent research has proven that there is a large variation between cultures on modes of thinking. For example, some cultures tend to favor analytical thinking. Analysis breaks a whole into parts and problems are solved through decomposition. In other cultures, systemic thinking is more common. Systemic or “holistic” thinking brings the parts together into a cohesive whole. Emphasis is on connections between the parts and on the entire system.
In the Global Coaching Process, I leverage the two forms for goal setting. Analytically, objectives are broken down into categories of self, family and friend, organization, community and the world. Systemically, interconnections between the categories indicate possible synergies, and the global perspective prevents losing sight of what is truly important.
Coaching from a cultural perspective helps unleash client potential by broadening perspectives and focusing on possibilities. A consideration of culture is a way of injecting additional passion, meaning, and variety into the coaching process by a holistic consideration of clients’ lives. My experience is that coaching from this perspective will help facilitate financial success in business for clients. In addition, when individuals accept the challenge of incorporating the cultural perspective, they take on a shared responsibility for better relationships, teams, organizations, communities, and global societies. The approach of genuinely respecting, valuing, and leveraging of difference is highly infectious. As carriers, our impact as coaches can reach well beyond the lives of our clients to truly make a better world.
This article first appeared in Business Coaching Worldwide (Summer Issue 2005, Volume 1, Issue 2).
Philippe Rosinski, Ir, MS, MCC
Philippe Rosinski, Ir, MS, MCC is principal of Rosinski & Company, a global consulting firm that helps leaders, teams, and organizations unleash their human potential to achieve high performance. Philippe has written Coaching Across Cultures (Nicholas Brealey Publishing/Intercultural Press, 2003; http://www.coachingacrosscultures.com). Philippe may be reached by email at email@example.com.
Geoffrey Abbott is an executive coach and consultant, and a researcher with the Faculty of Economics and Commerce at the Australian National University. Geoff is currently based in El Salvador, where he is coaching international executives and researching the effectiveness of executive coaching with expatriate managers.
How do we Executive Coaches and Organizational Consultants help our clients create the cultural conditions for sustainable high performance? We need to look no further than the powerful process of coaching. We already know that coaching assists individuals to grow and develop. Imagine what would happen if the entire organization were able to tap the power, ideas, and wisdom of its own members…through people learning how to deliver and respond to feedback in powerful and healthy ways.
What is the vision of a “coaching culture”?
A coaching culture is present when…all members of the culture fearlessly engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance. All have learned to value and effectively use feedback as a powerful learning tool to produce personal and professional development, high-trust working relationships, continually-improving job performance, and ever-increasing customer satisfaction.
How do we know we have one? It looks like this…
The 7 Characteristics of a Coaching Culture
- Leaders are Positive Role Models
Organizational cultures take their cue from its leaders at the top. They set the tone, pace, and expectations for what is right and what is wrong — what is acceptable and what is not. When leaders become skilled coach-practitioners, they transform their leadership style from being THE BOSS OF PEOPLE to THE COACH FOR PEOPLE.
Coaching is “applied leadership,” requiring the best of what we know about contemporary leadership. Leaders who master coaching learn to create powerful, emotionally-intelligent conversations where the coach guides productive change, passion, and inspired action.
- Every Member is Focused on Customer Feedback
Most modern organizations have feedback channels that capture information from the customers they serve. This is not new. However, in a coaching culture, there is a huge emphasis on expanding these feedback channels and making them truly effective at what they’re capable of doing. It becomes the responsibility of every member in a coaching culture to proactively seek, strive to understand, and non-defensively respond to the feedback and the customer who is delivering it. Everyone understands the significance of their role as it relates to the mission of serving (internal or external) customers.
- Coaching Flows in all directions — Up, Down, and Laterally
In a coaching culture, coaching flows in all directions from all parties, making a networked web across the organization consisting of many connections between people in the same departments, across departments, between teams, and up and down and across the hierarchy. The key to this rich flow of coaching communications is the establishment of explicit coaching relationships.
We know that leaders and managers, when optimally effective, provide performance and developmental coaching for their direct reports. This is a necessary component of high-performance, yet, in itself, is not sufficient to create the true high-performance cultural conditions required in today’s businesses.
Peer coaching is the second place for creating explicit coaching relationships. Coaching relationships across the organization are established to support ongoing dialogue, learning, problem solving, and enhanced working conditions.
Peer coaching is an invaluable element that supports learning, growth, and productivity improvements.
Upward coaching is the third element and often the most challenging to establish. There are many reasons why. The leader/manager may either be unaware or unwilling to receive upward feedback. The direct reports might not feel safe or that permission exists to offer candid feedback even though they would like to be able to deliver it. For whatever reason, the nature of the relationship must dramatically transform if feedback is to flow freely between a manager and direct reports. Becoming coaches for one another makes this shift by creating safety, trust, respect, and rapport in the relationship.
- Teams Become Passionate and Energized
The process of coaching, when learned by teams, creates egalitarian, high-trust relationships that transcend traditional Boss/Subordinate/Competitor dynamics, and moves people toward a collaborative Coach/Coachee/Partner relationship.
In high performance cultures, people feel part of the larger whole. This enhanced feeling of connection occurs because teams make a point of opening up dialogue to explore how they are working together. Teams focus on creating connection and high trust. Trust directly supports people being able to work together more effectively and more efficiently which leads to higher performance.
The relationships that teams create in a coaching culture can be characterized by a high degree of commitment to teammates’ success. Internal competition for the spotlight, job promotions, and accolades from top management do not become destructive. The fundamental belief is that all members of the team work for the same company. They are part of the same team. Everybody is in the same big boat together and pulls her own weight and is accountable for their contribution to team performance. They accept this truth: we can’t win unless everyone wins. My job is to make my teammates successful.
- Learning Occurs, More Effective Decisions are Made, & Change Moves Faster
Coaching speeds up the personal and team learning curve by capturing lessons learned more quickly. Teams make frequent use of after-action-reviews to document any and all lessons learned. People become anxious to tap and share wisdom across the team. People learn to fail fast without fear of repercussion in what is truly a learning environment.
In a coaching culture, it is common practice to involve everybody affected by the change in the decision to make the change, and certainly in the implementation planning. Coaching is the act of engaging people in safe dialogue where they are expected to respectfully share their candid concerns, ideas, and points-of-view so that they experience feeling part of the process and being valued as a partner.
- HR Systems are Aligned and Fully Integrated
Human resource systems are comprised of talent acquisition, orientation, training, performance evaluation, promotions, recognition programs, and compensation. Coaching must be fully integrated into all the systems that impact people.
Most organizations today have articulated organizational values that hang on the boardroom wall. Coaching cultures actively embrace and use their espoused core values as a compass to guide people and business decisions. Members of the culture are expected to observe and coach their colleagues on the extent their colleagues’ observed behaviors are congruent with the core values and guiding behaviors. This makes values relevant, useful, and meaningful to the organization.
Coaching cultures use 360 processes to gather feedback on a regular basis. All members of the culture have personal development plans that are taken seriously, reviewed annually, and serve to significantly impact the effectiveness of individuals and teams.
Job descriptions include a clear description of relevant coaching skills required to be successful in the job. Everyone is expected to perceive themselves as a “coach practitioner” engaged in continuous learning about what it means to be a coach.
- The Organization Has a Common Coaching Practice and Language
We define coaching as “the process of helping others enhance their effectiveness…in a way they feel helped.” This comprehensive definition of coaching reflects the intention of the coach as well as offers guidance in how to organize and conduct the coaching conversation. Coaching cultures adopt a singular approach and methodology so the culture has an easily recognized, commonly understood approach. Why is this important?
If an entire culture has a shared understanding of HOW to coach, then the coaching conversations are more easily started and sustained between people. The mystery is removed. People can connect easily and communicate with fewer distractions, making the communication much more effective. This increases the likelihood that more people will start getting more of what they want, and less of what they do not want.
The Emerging Results
Organizations have seen the powerful impact on the effectiveness of Executives who retain external Executive or utilize internal Business Coaches. They are also beginning to connect-the-dots and extrapolate the incredible power of an organization whose capacity for growth and change is enhanced through the systematic practice of coaching.
Crane Consulting is actively engaged with several leading organizations that are focused on creating their own coaching culture. We see this work as the nexus of BOTH continuing external coaching with Executives AND showing their organizations how to coach one another. Rather than reduce or eliminate the role of Executive Coaches, this transformational organizational work actually provides Executive Coaches more to work with their executive clients on…how THEY become coaches for the teams they have the privilege of leading!
This article first appeared in Business Coaching Worldwide (Premier Issue 2005, Volume 1, Issue 1).
Thomas Crane, M.B.A.
Thomas Crane, M.B.A., is an experienced OD consultant, coach, author, and speaker who specializes in working with leaders and their teams to build “feedback-rich coaching cultures” that create and sustain true “high-performance.” His book, The Heart of Coaching, is published by FTA Press, San Diego, CA. His next book, “Creating Coaching Cultures — The Next Wave” will be available in the fall of 2005. Read more about Tom’s work at www.craneconsulting.com.
The Value of Business Coaching for Organizations
Organizations and businesses of all kinds have new challenges to face in our quickly changing global environments. Success today requires advancing on many fronts simultaneously, including facing new industry entrants and disruptors, adapting to customer demands, competing to attract and retain top talent, and establishing clarity of vision through tumultuous times. Leading organizations know business coaching is essential to support the alignment between organizational goals and the leaders, teams and individuals responsible for driving their success.
ALIGNMENT AND ACCOUNTABILITY
Achieve Success and Adapt to Complexity More Seamlessly
Organizations have new challenges to face in our quickly changing global environments. Success today requires advancing on many fronts simultaneously, including facing new industry entrants and disruptors, adapting to customer demands, competing to attract and retain top talent, and establishing clarity of vision through tumultuous times.
As these challenges grow increasingly intertwined, traditional siloed thinking lacks the relevance to operate effectively in this new context. It takes enduring commitment to continuously focus on the right business initiatives at the right time, find the precise balance of objectives, resources and timing, and build transparency and accountability at all levels of an organization to realize sustained success.
This shift requires new knowledge and skills. Developing a learning mindset, building resilience and adopting adaptability are key to driving growth, innovation and peak performance from leaders, teams and individuals alike. Achieving organizational goals requires alignment and accountability at every level of an organization.
As organizations rise to meet these demands and realize their strategic intents, business coaching can support the alignment between organizational goals and the leaders, teams and individuals responsible for driving their success.
Business Coaching Drives Enhanced Performance and Stronger Business Results
Business coaching impacts individuals, teams and the organizations they work within. A business coach will leverage their expertise to build on the current state of both the organization and the individuals within it, to enhance performance and leadership potential. It is a role that is, by nature, supportive, disruptive and progressive.
DUAL-FOCUSED FOR RESULTS
Business Coaching is Distinct
Business coaching is distinct in that it addresses the needs of both the individual and the organization they work within. This distinction makes business coaching a unique discipline within the world of coaching more broadly. Business coaches can go by many names—including executive coach, organizational coach, leadership coach, or corporate coach—yet each one focuses on the shared business goals and objectives of both the client and the organization. This dual focus separates business coaching as a distinct practice from all other kinds of coaching.
Business coaches support organizational goals and objectives, at an individual or team level, by identifying opportunities and supporting clients in their actions to achieve results. The business coach’s role can take on many forms—it can be supportive, disruptive and progressive to encourage insights, development, change and growth.
Business coaching is industry agnostic, meaning the competencies of an effective business coach can be applied to any sectors or industries. Some business coaches may choose to specialize and offer their services in a particular industry. This is especially true with WABC business coaches, as they are required to have business and organizational experience before earning their WABC credentials.
Business Coaches Can Help
All Organizations, Roles, Levels & Industries
BENEFITS OF BUSINESS COACHING
Enhance Your Organization’s Diverse Strengths
Business coaches are strategic partners who build your business and operational success. Among the broad array of service offerings, business coaches may help:
COMMON BUSINESS CHALLENGES
Business Coaches Create More
Effective Businesses and Organizations
Business coaching engagements can be initiated for many reasons—ultimately, the goal is to remove roadblocks or challenges or to stimulate new insights or pathways so a business, company or organization can achieve its full potential and sustain or grow its market position.
Business coaching helps leaders, individuals and teams respond more effectively to change and accept greater accountability. It is often used to help high-performers reach even greater success as they engage with new opportunities for growth, at both a professional and organizational level.
Common Challenges That Business Coaches Can Address
An internal manager is taking over a new team and wants to understand how to integrate into an existing dynamic and build trust.
A business coach can help facilitate a smooth transition and provide the leader with clarity on how to build a vision and engage their team effectively.
An organization is going through a business transformation related to their goals, processes or technologies.
A business coach can help manage change effectively by implementing strategies to support the transition and adoption of the new priorities.
A president or CEO is ready to step down and is looking to build a succession plan to ready the organization for a significant leadership change.
A business coach can help the leader transition their expertise and knowledge effectively, and build clarity of vision while navigating a complex leadership handover.
If a team isn’t working well together, performance challenges and missed targets are common symptoms of underlying tension and lack of trust.
Business coaches can work with both individuals and teams to improve their dynamic, build trust with one another and find new ways to collaborate to increase productivity.
Supporting mental health is instrumental in retaining top performers and building an optimal, innovative work environment.
A business coach can improve employees’ understanding of how they contribute to an organization’s priorities, how to maintain an appropriate work/life balance, and how to be more authentic and open within the workplace.
Where Business Becomes Better
The Worldwide Association of Business Coaches (WABC) leads the business coaching industry in identifying the qualities, actions and skills you need to drive leading business outcomes and harness emerging opportunities.
As the industry leader since 1997, WABC has elevated business coaching practices worldwide and helped countless coaches, clients and companies successfully navigate complexity and achieve tangible business results.
Our global community spans more than 125 countries, and includes business coaches who work with entrepreneurs, managers, CEOs, presidents and professionals from all industries, all sectors, and all organizational sizes.
TARGETED BENEFITS OF BUSINESS COACHING
Accelerate Transformation Through
FOR FINANCIAL SERVICES
Amplify Client and Team Relationships
Enhance your customer service experience and build trust and loyalty with clients. Business coaching can help improve relationships and align individuals’ actions more closely with performance goals.
Drive performance with your team by strengthening internal engagement to drive greater innovation and more insightful decision-making. Improve the confidence, emotional intelligence and communication skills to motivate team members towards better performance.
FOR NFPS AND NGOS
Build Change for Good
Improve your organization’s ability to more effectively deliver on your mission to the communities you serve. Boost creativity, innovation and accountability for your programs, and more clearly articulate the need in ways that resonate with the public.
Increase the efficacy of your program delivery by thinking more strategically and spotting opportunities that drive greater results. Build support more effectively, both within your organization and with external partners and stakeholders.
For Professional Services
Guides Clients with Strategic Intent
Gather the right information from clients by asking more insightful questions and tailoring your approach more effectively. Guide your clients towards clarity by offering clear, strategic intent.
Build trusted partnerships founded on advice, authenticity and a sense of being in your client’s corner. Enhance your strategic deliverables with solutions that address clients’ challenges realistically and effectively.
Unlock Organizational Transformation
Strengthen the ability to identify client needs and get to the root cause of operational challenges more effectively. Gain a wider strategic view on how technology infrastructure supports business and operational strategy.
Build organizational roadmaps that take into account the diverse requirements across departments. Equip teams with the relationship-building skills and empathy needed to drive stakeholder satisfaction.
Foster a Safer, More Productive Culture
Increase employee focus by fostering a positive working environment through setting clear expectations of organizational priorities and safety. Align business objectives and team priorities more closely by equipping leaders with the skills to manage their teams more effectively.
Improve your customer service experience with increased loyalty and customer satisfaction. Build a supportive and respectful culture that takes into account the importance of a team member’s overall wellbeing, including their mental health.
Your Next Steps
Achievement with WABC
Business coaching offers many ways to achieve your business objectives and build a business coaching culture within your organization. Take the next step towards achieving sustainable performance improvement with WABC.
Hire a Qualified Business Coach
Search the WABC Business Coach Locator to find your qualified coaching partner in accelerating your professional or organizational achievement.
Recommend WABC to Your Employer
Are you a champion of business coaching within your organization and want to introduce WABC to your employer to see what’s possible?
Whether your organization has a business coaching program or is interested in building one, WABC accredits in-house programs to ensure that your employees are trained to coach using the latest research-informed best practice and global standards.
Consult with WABC to Build Operational Excellence
Many organizations see the value in using business coaching to unlock the potential within their organization, but don’t know where to start.
WABC offers a range of consulting and business services to identify opportunities and improve business coaching within organizations.