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BUSINESS COACHING FOR INFORMATION
PROFESSIONALS: WHY IT OFFERS SUCH
GOOD VALUE FOR MONEY IN TODAY’S
ECONOMIC CLIMATE
Lesley Trenner, PhD Abstract
Coaching is still a fairly
young profession. Definitions of what
constitutes business coaching are
not universally agreed. There is
little validated academic research
about the benefits coaching
provides. However, there is growing
evidence that the use of
business coaching is increasing
and that coaching is now seen
as a highly cost- effective
way to enhance professional and
personal development. This
article looks what business coaching
is, why its use is
increasing and how introducing coaching
provides hard and soft benefits
both for individuals and for
organisations. Like other professionals,
those in the Information industry
need to develop skills in areas
like leadership, communication and
customer focus. In addition they
have some unique challenges: demand
for their services is changing;
there are more hurdles for
career progression; information
professionals need to ‘do more with
less’, whilst still adding value
to the business. More than
ever, library, information and knowledge
workers have to fight their
corner, find new ways to apply
information skills and ‘reinvent’
themselves. Coaching can help them
to do this. The
article concludes with some
‘frequently asked questions’ about
how coaching works within
organisations. It concludes that, in
the current economic climate, there
appear to be a range of
benefits that Information professionals
seeking to develop and motivate
themselves and others would find
it hard to ignore. 1.
What Coaching is and is not
Say the word ‘Coach’ and
a number of different pictures
come to mind: the sports coach
behind a successful Olympic athlete;
the voice coach who helped King
George VI to inspire a nation
in the film ‘The King’s
Speech’; the Life Coach guiding
someone through a ‘mid-life crisis’.
In business, the term ‘coaching’
is used in a variety of
ways from ‘on the job
training’, rehearsing pre-prepared
answers ahead of a difficult
meeting, to learning from the
experience of colleagues. Pure coaching
contains some elements of these
ideas but the key focus is
on the relationship between the
coach and the ‘coachee’ (client).
Pure coaching is not about
‘telling’ or ‘advising’. Rather,
clients grow and develop by
learning to find their own
solutions to problems. The
ICF (International Coach Federation)
defines coaching as ‘partnering
with clients in a thought-provoking
and creative process that
inspires them to maximise their
personal and professional potential’
(1). In other words, it’s
about helping people solve problems,
think through and implement ideas
and get from where they are
now – feeling ‘stuck’ or
energised but not sure of the
way forward – to where they
want to be. Business coaching
has the same
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purpose but with a focus on
encouraging the client to achieve
their goals within the context
of how they can contribute to
the goals of the organisation,
business or institution for which
they are working. A
coach helps people identify and
implement new ideas, get ‘unstuck’
and make improvements. The emphasis
is on drawing out knowledge
that the client already has
and offering both support and
challenge to think through and
implement an action plan. By
contrast, a mentor will provide
advice and guidance based on
their own experiences, lessons
learned and ‘war stories’. Counselling
or psychotherapy are less common
in a business setting, although
may be offered via employee
support programmes. The counsellor or
therapist usually helps the client
to understand how events earlier
in their lives are now making
them depressed or less able to
function. The focus is on
talking and unravelling the past,
where coaching is action-based,
future-facing and results orientated
Although definitions of coaching
are clear and well understood by
those in the profession, within
business, the boundaries are
often more fuzzy. Today’s leaders
are often implicitly expected to
have skills in leadership,
management, consulting, mentoring, coaching
and training, to know which
is the most appropriate in any
given situation and to be able
to utilise those skills effectively.
This asks a lot of business
leaders and in reality some do
not have the resources to meet
this challenge. 2. The
Rise and Rise of Coaching in
Business It is difficult
to get accurate data about how
much coaching is taking place
within business, partly because of
the confusion over definitions and
what should be included. Some
impressive claims have been made
but are not always backed up
by data. For example, in 2007,
the Canada National Post stated
that coaching is the ‘second
fastest growing profession in
the world, growing by 18% per
annum’, but provides little evidence
(2). More convincingly, in 2011,
Price Waterhouse Coopers (PCW)
carried out a survey on behalf
of the ICF. PWC interviewed
over 12,000 coaches representing 117
countries and concluded that: ‘The
study shows that people everywhere
are turning to professional coaching
for the positive difference it
can make in their lives and
communities’ (3) Many major
companies are now using external
coaches or developing in-house
coaching functions and using coaching
as an acknowledged way of
developing staff. This applies to
a whole range of organisations
in different sectors, from
major multinationals like
GlaxoSmithKline and Diageo, to local
councils and government departments
(e.g. Birmingham City council, the
Ministry of Defence), to
charities such as Cancer Research
UK and Plan International.
According to the CIPD
(Charted Institute of Professional
Development) annual survey 2011 -
coaching is seen to be ‘one
of the most effective learning
and development practices’. Coaching
is taking place in more than
four-fifths (86%) of organisations,
a slight increase on 2010
(82%).
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This is consistent across sectors,
although larger companies are
most likely to use it (89%
of organisations with more than
250 employees compared with 76%
of medium or small enterprises)
(4). Certainly, there is plenty
of anecdotal evidence about the
increasing use of coaching in
business and a growing recognition
of its effectiveness. 3. Why
Coaching is so Effective in
Today’s Economic Climate It
is difficult to prove, definitively,
the benefits of any employee
development activity, including coaching.
Few organisations have rigorous
processes for measuring individual
productivity and it’s not
straightforward to link the
performance of an individual to
the output of their function
or the company’s bottom line.
Only a third of organisations
that utilise coaching have a
system for evaluating its
effectiveness (5). However, where
data does exist – whether hard
or soft – it always indicates
that coaching provides value for
money. The main ways that
are used to assess the benefits
of coaching are:
• Return on investment (ROI) for the
organization • The contribution of
coaching towards the company’s
strategies for developing people •
The impact that coaching has on
the client in terms of
changing their ways of working
and achieving their coaching goals •
Feedback from clients about the
effectiveness of coaching and their
overall satisfaction
levels Return on Investment
The most convincing way to
calculate ROI is in business
situations where measurement is already
taking place. For example, a
Process Improvement effort that
includes coaching may be able
to show direct savings over time
in terms of reduced costs;
sales personnel receiving coaching
may be able to point to
an increase in sales targets
achieved. However, in both
examples it may not be clear
exactly how much benefit is
attributable to the coaching per
se. A wide range of
figures has been quoted for ROI
from coaching, ranging from around
200-700%. One of the most
quoted sources (6) is a
comprehensive review based on 100
executives from 56 organisations who
were coached for 6-12 months.
The authors’ theory is that:
i. Coaching translates into doing
ii. Doing translates into impacting
the business iii. This impact
can be quantified and maximised
For example, one of the study
participants is quoted as saying:
‘We invested about $10m in a
venture that was not making
progress, and the company had
considered terminating this project. I
began managing this initiative
and saw turnaround opportunity. I
convinced our management to put
another $3m into this project
and it’s now
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successful. Had we decided not to
go through with this project,
we would have lost our $10m
investment. The coaching played
a key role in this because
it helped me to walk
through political landmines and gain
consensus among key stakeholders to
go forward with this venture’
Across this study, ROI was calculated
to be on average 570% or
5.7 times return on the
original cost of the coaching.
Improvements were reported by
participants in the following areas:
• Productivity 53% • Quality 48% •
Customer Service 39% • Reduced Complaints
34% • Cost reductions 23%
Intangible Benefits
In addition to hard financial
benefits, coaching can provide a
number of intangible, but perhaps
just as important benefits. For
example, participants in the study
quoted above also reported:
• Improved relationships (with direct
reports – 77%, stakeholders –
71%, peers – 63%,
clients – 37%) • Improved teamwork
(67%) • Increased job satisfaction
(61%) • Reduced conflict (52%) •
Increased commitment to their organisation
(44%)
Other studies have identified a
further range of ‘soft’ benefits,
such as:
• Decreased stress, depression and
anxiety at work (7) •
Increased resilience and well-being
(8) • Increased workplace engagement
(9)
Executives and managers will often
refer to increased capability and
changes in behaviour after receiving
coaching, such as:
• better time management • faster
induction into a new role •
greater ability to prioritise • better
decision making • knowing when and
how to delegate
Development strategies for employees
often focus on activities like
training and teambuilding. Whilst
these can be effective, the
advantage of coaching is that
it’s completely tailored to the
needs of the individual, their
current responsibilities and the
environment and culture in which
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they are working. Coaching helps
clients to understand their blocks
and ‘blind spots’, face their
own challenges – which may or
may not be the same as
the rest of the team -
and understand how to minimize
risks, solve problems and
come up with strategies that they
can use going forward. This
is all highly beneficial to the
individual and to the
organisation but is hard to
quantify. At the organisational
level, coaching is sometimes linked
to corporate HR strategies such
as morale, engagement and
retention. For example the coaching
function at GlaxoSmithKline (GSK)
was set up in 2010 as
part of a new People strategy,
with the aim of improving
leadership, employee productivity and
individual empowerment. The measurement
of success GSK used was
via responses to the annual
Global Leadership Survey question: ‘our
leaders act as teachers, coaches
and champions of development’.
Improvements in the survey results
could be linked to a
number of development initiatives which
included the promotion and use
of coaching. How do Clients
rate the Coaching Experience?
The most persuasive ‘soft’ measures
relate to clients achieving
their stated goals as well as
providing enthusiastic feedback about
the coaching process. In the
past, the offer of coaching
was sometimes seen as code for
telling an employee that they
needed someone to help them
improve their performance – with an
implied suggestion that they were
not meeting required standards.
However, today, it is more
likely to be offered to senior
staff or ‘high potential’ talent
and is therefore often regarded
as a status symbol or a
perk of management. ‘This
has been the greatest gift
the company ever gave me.
They can give you a bonus
and you’ll just blow it on
something, but this is a gift
that will stay with me. When
this started, my new boss was
ready to fire me. Now he’s
promoted me’ (10) ‘Coaching
helped me move forward with my
goal of working out how to
tackle a new role. My coach
challenged me to be more
bold and strategic and often
guided me down unexplored paths
which made me think more about
how to raise my profile whilst
remaining true to my own
values’ (11) Case Studies
Before starting a coaching
assignment, the client should have
an idea what area they want
to work on and how they
will know when they’ve achieved
their coaching goal. A couple
of examples, based on my own
experience of working as a
coach, will help illustrate how
reaching the target can provide
benefits to the individual, and
ultimately, to the organisation for
which they work.
i. Leadership and Influencing My
client had recently moved into
a more senior management role
but was lacking in
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confidence. Her stated goal was
to increase her leadership and
influencing skills. During the
coaching sessions, she realised that
she did already have a wide
range of skills had but was
in the habit of down-playing
them. Also we identified that
she was using leadership and
influencing skills successfully outside
of work in a completely
different context. Coaching helped her
to start bringing those skills
into the workplace, to have more
self- confidence and better powers
of persuasion. The result? On a
scale of 1 (low) to 10
(high) she increased her skills
significantly in both leadership and
influencing as judged both by
herself and by her manager
ii. First 90 Days in a
new Role A marketing
executive in a new role was
concerned about how he was
going to handle some new
challenges as well as a
demanding manager. It had taken
him a while to find this
job and he was excited but
anxious to make sure he could
keep it and progress within
the company. During coaching sessions,
we talked about how he could
‘go the extra mile’ and how
he could overcome his fear of
asking for feedback so that he
could be aware of how well
he was performing and where he
might need to make improvements.
We also ‘rehearsed’ conversations
with his manager so that he
could make a positive impact.
As a result my client passed
his probationary period and received
some very positive feedback about
his performance and future prospects
4. How Business Coaching can
help Information Professionals
We have seen how coaching
can provide both ‘hard’ and
‘soft’ benefits for business. These
benefits will, of course, be
attractive to people working in
information, knowledge and library
disciplines. In addition, Information
Professionals have some unique
challenges: they need to develop
specific capabilities, their career
ladder is not well defined
and demand for their services
is changing in the current
economic climate. Business coaching
can help address these issues
Professional and Personal Development
CILIP (Chartered Institute
of Library and Information
Professionals) has identified the
professional and technical skills
required across the library,
information and knowledge profession
(12)
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In order to develop the
core professional expertise in
the diagram (Information Governance,
Research etc.) the most appropriate
methods of development are probably
training and on-the- job learning.
For the ‘generic skills’ -
like Leadership, Strategy, Marketing,
Customer focus, Communication -
training can provide the theory
but coaching provides a more
individually focused approach. Coaching
can help the Information
professional to look at what
is required in their own work
context, to try out new ideas,
building on their own strengths
and finding ways to overcome
weaknesses. For example, coaching
provides an ideal ‘safe space’
for the Information professional to
talk about their leadership style
– how to be more inspirational
or work more collaboratively.
‘Strategy’ is a concept that is
much talked about in the
Information world but, in practice,
many find it hard to get
their hands around: how to
create and ‘sell’ an information
strategy could be a fruitful
coaching topic. Marketing
and communication do not always
come naturally to the more
traditional information worker with
more of a library, archive or
research background and here
again coaching can help. In
fact, almost any personal
development goal can be supported
by coaching, including building
confidence, improving presentation skills,
being more assertive at work,
building stronger relationships with
customers. The coaching space
is also a good place to
think through the ‘ethics and
values’ at the centre of
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the CILIP diagram. Often these
considerations are what motivate
people in their working lives
and help them make decisions about
the services that can be
offered. Likewise if an employee
feels that their values are
being flouted, they make become
demoralised, less able to perform
and start thinking about moving
on There is another area
of professional development where
Information Professionals might benefit
from coaching. Traditional working
patterns are changing. Individuals
providing information support to
sectors like as Finance, Legal
and Pharmaceuticals may be required
to work long hours, to
cover different time zones, to
handle fast-changing priorities and
tight deadlines. For others, working
from home, part time working
and job sharing are more
common. Typically a high percentage
of information professionals are
female and therefore more likely
to go on maternity leave and
then re-enter the workplace. All
of these working patterns can
cause additional challenges, stress
– and opportunities -and
coaching is an effective way to
think through how to handle
them. Career Progression
Coaching is an excellent way
of managing career progression. The
client may choose to focus on
ways of expanding their current
role, planning their career path,
exploring their aspirations or
thinking about a complete change.
Coaching can help the client to
raise their profile within an
existing role and be more pro-active
in discussing development plans with
their manager. For those who
are about to start in a
new role, especially a more
senior one, it provides the
opportunity to identify the key
players, anticipate possible pitfalls
and establish priorities during the
early days and weeks.
Career progression within the Library
& Information field is harder
than it used to be: career
paths are less clear, there
are more forks in the
road. Although in some
businesses and academic institutions it’s
still possible to work up
gradually to a senior role,
some organisations, especially in
the public sector are more
cautious about hiring and promoting
Information professionals. Organisations
tend to be ‘flatter’; there are
fewer graduate trainee roles; there
is a greater use of interim
managers, volunteers and temporary
staff. In addition, services such
as Research and Information
Management may be outsourced.
Against this backdrop, the
Information professional who is keen
to progress may encounter the
following hurdles:
• fewer roles and more competition
for those roles • senior people
whose jobs have been eliminated
applying for less senior roles
or temporary positions
• the need for new skills (such
as vendor management and service
management) • a greater focus
on self-development and less
time available for discussion with
line
managers • feeling ‘stuck’ in the
current role because there is
nothing more senior to aspire
to or because any change of
role may involve a ‘sideways
move’ or pay cut
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Today’s graduates have grown up
in this climate and the more
successful ones are learning how
to handle it, as this example
from the UK Graduate website
demonstrates: ‘My advice for
other students and graduates who
would like to get into this
career is not to feel
restricted to the generic notion of
a library. Our skills can be
utilised across many sectors and
used for a variety of things’
(13) With these changes in
the profession, Information
professionals have to be more
creative, brave and self-promoting.
More than ever, they need to
prove that what they do
provides value, to fight their
corner and at the same time,
find ways to apply information
skills in new fields and
‘reinvent’ themselves. Coaching can
help with all of this.
Leading through Change The
information world has seen many
changes in the last few years.
For example:
• the explosion of social media •
new technologies for organising, storing
and sharing data • the prevalence
of mobile computing, wifi and
search engines like Google • an
increase in collaborative working
e.g. via Sharepoint • changes in
relevant legislation
As well as impacting roles and
career development for Information
professionals, these changes require
Information leads have the
ability to manage change. This
means identifying what is
changing, who will be impacted,
where there will be benefits
or disruption and working with
stakeholders to help embed new ways
of working. Those affected
are likely to include the
information experts driving the
change, introducing new policies or
implementing new technology as
well as business colleagues who
must adapt to organisational
changes, adhere to new policies,
use new IT systems. Information
professionals can show leadership
here by working with business
partners to align changes in
the information sphere with
changes in business strategy.
Leadership skills such as business
change management, advocacy,
influencing, marketing and communication
can all be tailored to the
individual and enhanced by coaching.
Maximising Effectiveness in the
current Economic climate As
the business world continues to
suffer from recession, all leaders
are having to manage turbulence
and uncertainty. This journal
publishes the results of the
annual Business Information survey
based on in-depth interviews with
leading corporate information and
knowledge managers. In recent
years the interviewees highlight the
need to ‘do more with
less’, save money and respond to
downsizing and reorganisation whilst
still adding value to the
business. As part of business
change management efforts, leaders may
have to deal with a
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demotivated workforce. They may have
to handle low morale, high
stress and communicate appropriately
with staff who are being made
redundant as well as those
‘left behind’ (with more work
to do). Coaching can be a
stabilising influence in times
of change and can help employees
feel valued and supported,
especially if line managers are
busy fighting fires or attending
yet more budget meetings.
With reduced budgets, organisations
are often tempted to cut back
on employee development. The HR
Services group, Penna disagrees with
this approach: ‘We work with
organisations who occupy the
extremes in reaction to the
recession. One extreme is…driving down
costs and removing every penny
of spend in training and
development. At the other extreme
is the organisation that is
investing in its people through
coaching and development to respond
to the new order of doing
business. With this investment comes
that degree of discretionary effort
we are all capable of giving
and which is so desperately
needed during this recession’
(14) Coaching can help
leaders manage these scenarios,
offering them space and time to
think about how to:
• make wise decisions about budget
reductions and where to compromise
• share bad news • create some
optimistic messages that will paint
a vision for a better future
• maintain resilience • retain core
skills and knowledge for when
the organisation is able to
bounce back (15)
5. How Business Coaching works
– some Frequently asked Questions
As we have seen, the
use of business coaching is
increasing. It provides a number of
benefits, both for the
organisation and for the individual
and there are a number of
specific situations where it can
serve Information professionals especially
well. But how does it work?
Below are the key questions
that organisations and clients ask
about the coaching process.
How do you know if you or
a member of your staff would
benefit from coaching? Ideally
coaching is built into the
employee development cycle. Some
organisations have a well structured
process for developing people,
including goal setting, performance
review and action planning as
well as agreed ‘core competencies’
or required ‘soft skills’.
Where an individual has gaps
or areas for growth, training,
coaching or other development
opportunities will be recommended.
It is preferable that the
employee and their line manager
discuss where they need to
develop and agree that coaching
is a desirable option rather
than the manager imposing this.
The client, their manager and
the organisation should all see
some benefit from the coaching
engagement. Whilst the content of
coaching sessions is always
confidential, within a corporate
context the client’s line manager
or sponsor will have a
vested interest in seeing positive
outcomes. Ways can be found
to agree the coaching ‘goal’
and to review progress without
discussing the details of how
this will be or has been
achieved.
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What are the typical
scenarios in which corporate coaching
is beneficial? Coaching can
be part of an organisation’s
‘People’ strategy. For example, a
company might make the
decision that all ‘key talent’
will have a coach in order
to make sure they realise their
full potential, or, coaching may
be included in the induction
of new managers to help
them deliver as expected in the
first 90 days. Certain roles
may benefit from coaching, such
as graduate trainees or leaders
who have recently been promoted.
Most organisations provide executive
coaching for the CEO and other
Board members If a manager
or a member of staff is
aware of the benefits of
coaching, they may spot opportunities
on a more ad hoc basis.
For example if an individual
is anxious about giving an important
presentation, embarking on a new
high profile project or moving
to a new site bringing in
a coach could help them
prepare and adapt more quickly.
Finally, a coach can support
someone who is feeling ‘stuck’
or looking for a change in
direction Can internal staff
provide coaching? Some of
the larger corporates are now
building in-house coaching functions
and training selected leaders with
the appropriate roles and skills
to become coaches. This strategy
can work well, although it is
not a ‘quick fix’ and needs
strong sponsorship and significant
budget. Organisations or
their Library & Information
departments often have line managers,
HR professionals and other senior
personnel who can adopt a
coaching style. However, there can
be drawbacks to using these
people as leadership coaches. Line
managers are often too busy to
dedicate the time for this,
especially when under stress
themselves. They may find it
hard to be objective about
their colleagues and direct reports
and the person being coached
may not want to admit to
weaknesses and difficulties to
someone who is ultimately responsible
for their career progression. In
addition, leaders are often
selected for their ability to
solve problems and provide direction
and don’t easily switch into a
mode of listening and helping
people find their own answers.
A trained coach may
well understand the industry sector
and this will enable them to
ask the right questions. But
they will also be trained
not to answer those questions
themselves! An external coach can
also take a wider perspective
and won’t be influenced by the
politics of the organisation –
they give the client permission
to challenge themselves, think
outside of the corporate box and
explore different ways forward.
What is the best way to
find a high quality coach?
Many free-lancers call themselves
coaches or include coaching within
their offering, whether or not
they have any recognised
qualifications. Sadly, as the industry
is not regulated yet, a
coaching ‘certificate’ can be gained
in a weekend, a ‘diploma’ in
a week. However, this has been
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changing in recent years. At the
end of 2012, the three
main bodies that work to uphold
standards and professionalism - The
Association for Coaching (AC), the
European Mentoring & Coaching
Council (EMCC), and the
International Coach Federation (ICF) -
teamed up to create the
Global Coaching & Mentoring
Alliance. The Alliance will
now work towards promoting best
practice, high ethical standards and
independent certification for practitioners
(16) A high quality coach
will be ‘accredited’ i.e. have
completed approved training -
typically 20 days or more -
carried out at least 100 hours
of coaching and undergone supervision
including observation and feedback.
Many corporates now only use
accredited clients: the ICF
reports that 84% of those
surveyed who had experienced a
coaching relationship said that it
was important for coaches to
hold a credential (17)
Accreditation ensures that coaches have
the necessary experience, understand
the techniques of coaching and
adhere to ethical standards such
as respecting confidentiality and
conducting professional relationships
with clients. Organisations looking to
engage a coach should also
consider choosing someone with
relevant subject matter expertise. So,
Information professionals may prefer
a coach with an understanding
of the characteristics and challenges
of the industry. Finally, because
each coach has their own
personality and style and because
successful coaching is based on
a positive relationship between
the coach and client, it’s
important to find a coach where
the ‘chemistry’ feels right.
How does the process work?
At the start of a coaching
engagement, a client will work
with the coach to agree a
goal. This might be specific
and measurable: ‘In 3 months
time I will have increased my
sales by 10%’ or more about
a change in behaviour: ‘I am
more confident about selling the
value of what I do to my
business partners’. The coach would
then work with the client to
establish how the goal can be
achieved and how both coach and
client and, potentially, the client’s
sponsor, would know when the
desired outcome had been reached.
The length of the
coaching session depends on the
preferences of the client, the
nature of their coaching topic
and how much time they
can make available. A lot can
be achieved in 30 minutes
– GSK asks its internal coaches
to restrict sessions to this.
Often sessions are 45 minutes
or an hour. The meeting is
completely focused on the coaching
topic and, whilst the client
may not be aware of it,
follows a structure with a
beginning, middle and end. The
coach listens attentively, provides
a mix of support and challenge
and encourages the client to
explore options and find their
own best solutions. The session
ends with learnings and actions
and these are reviewed at the
following session. Both coach
and client commit to keeping
the time clear and free
of interruption and the content
of the coaching conversation is
completely confidential. Coaching can
take place face- to-face and,
increasingly, by phone or Skype.
Some clients prefer to meet in
person. For others, coaching by
phone saves time, provides more
flexibility and can feel surprisingly
intimate and ‘safe’.
13
Conclusion The use of
business coaching is increasing
because organisations are becoming
more aware of the benefits
it offers. ‘Pure’ coaching, as
distinct from 1x1 training or
mentoring, enables leaders and managers
to step out the day job,
name difficulties, explore possibilities
and then take action and see
results. For Information
professionals, it provides a way
of dealing with today’s challenges
– ‘doing more with less’,
collaborating effectively with business
partners, demonstrating value, developing
additional skills, jumping over
career barriers. Ultimately, coaching
helps library, information and knowledge
professionals to improve their
performance, progress their careers
and therefore to support the
businesses and communities they serve
in meeting their information
needs. References 1)
International Coach Federation Code of
Ethics, definition of coaching
http://www.coachfederation.org/ethics/ 2) Williams, R.
Canada National Post. April 2007
3) Global Coaching Study Final
Report – International Coach
Federation 2012 4) CIPD Annual
Survey report – Learning &
Talent Development April 2011 5)
CIPD Annual survey report - Learning
& Talent Development April 2010
6) McGovern, J. Maximizing the
impact of executive coaching:
Behavioral change,
organizational outcomes and return on
investment. The Manchester Review,
6(1), 1-9 2001 7) Gyllensten, K.
Can coaching reduce workplace stress:
A quasi- experimental study.
International Journal of Evidence Based
Coaching and Mentoring, 3(2), 75-85
2005 8) Grant, A.M. Using coaching
and positive psychology to promote
a flourishing workforce: A
model of goal-striving and mental
health. In P.A. Linley, S.
Harrington, & N. Page (Eds.)
Oxford handbook of positive
psychology and work (pp. 175-188)
2010. Oxford University Press
9) Arakawa, D. Optimistic managers and
their influence on productivity and
employee engagement in a technology
organisation: Implications for coaching
psychologists. Coaching Psychology Review,
2(1), 78. 2007
10) Quoted in McGovern, J. Maximizing
the impact of executive coaching:
Behavioral change, organizational outcomes
and return on investment. The
Manchester Review, 6(1), 1-9 2001
11) Quote from one of the author’s
clients 12) CILIP Professional Knowedge
and Skills Base:
http://www.cilip.org.uk/jobs-careers/professional-knowledge-and-skills-base/What-is-in-
the-PKSB/Pages/What%20is%20in%20the%20PKSB.aspx
(13) Miller, J. Case Study :
Senior Media Assistant July 2012
Prospects, Graduate Careers Website
(14) Quoted in: Sparrow, S. Measuring
coaching ROI: the importance of
being measured. Personnel Today.
March 2009
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