Become the best coach you can be: the role of coach training and coaching experience in workplace coaching quality and quality control

This paper explores whether coach training or coaching experience leads to better coaching quality and quality control. In two large studies, both coaches (N1 = 2267) and personnel managers who book coaches for their company (N2 = 754) answered questions about coaching quality and quality control. The results show that more coach training leads to not only a better self-perceived coaching quality (Study 1) but also a better other-perceived coaching-quality (Study 2); moreover, more coach training positively affects quality control. It is remarkable that coaching experience showed no significant relation regarding other-perceived coaching quality and quality control. Study 2 further revealed that references lead to more recommendations but not to a better coaching quality or quality control. Thus, coach training is an essential factor when selecting organizational coaches. Further research is needed to understand the impact of different approaches to coach trainings on coaching outcomes

Structural Transformation of Turkish Insurance Sector and Leadership & Coaching Applications for Human Resources Competency Development: Güneş Insurance Company

AbstractThis study examines the effects of Leadership Development Model, which was developed in parallel with the restructuring of human resources department of an insurance company that acts in Turkish Insurance Sector Elementary Branch, as part of the change management process on the corporation and on its employees. This study aims to find out the contribution of the mentioned development model to corporations and employees and to give an opinion about the possible model application methods in different corporations and organizations

Clients' Critical Moments of Coaching: Toward a “Client Model” of Executive Coaching

Sixty-seven past and present clients of executive coaching wrote to us about the critical moments they experienced, and we interviewed eight of these. Our analysis indicates that for clients critical moments are not obviously essential to all good coaching. When critical moments do occur, they are positive and linked with important outcomes for clients, unless clients had been provoked by what they see as unhelpful or insensitive actions by coaches. Critical moments frequently appear to involve new realizations, evidenced both by explicit reference and by metaphors used. We explore what these findings indicate about clients' experiences of executive coaching, and we propose a new model of coaching based on the client's perspective