Tackle Talent Needs With Internal Coaching

The COVID-19 pandemic, along with the heightened awareness of social justice issues, opened an opportunity for employers and coaches to serve employees’ needs in a new way. Now there’s a unique opportunity to provide hands-on, personalized coaching for sensitive topics that low-cost online coaching solutions can’t adequately address. Organizations can offer such coaching with internal coaches. In this issue of TD at Work, Lisa Ann Edwards defines internal coaching and its benefits. Further, she: · Outlines steps to long-term success. · Provides insights on how to establish DEI, retention, and employee development coaching programs. · Discusses ways to establish a coaching culture. · Presents case studies. The Tools & Resources in this issue are a business case presentation outline and coaching return on investment template.

According to the International Coaching Federation, in 2012 there were an estimated 47,500 professional coaches worldwide. Once perceived as an exclusive perk meant to address the development needs of senior executives and emerging leaders, coaching is now offered to employees at various stages of their careers. It is also interesting to note that more often coaching is being administered by internal coaches. This issue of TD at Work will: • Define internal coaching and explain how it is unique. • Explain the benefits of internal coaching for coach, coachee, the L&D function, and the organization as a whole. • Show the types of coaching programs that can be implemented with internal coaches. • Provide case studies about different types of internal coaching programs.

Internal Coaching: The Inside Story provides a window into the world of internal coaching: the challenges and rewards for the coaches themselves and the ways in which organisations can ensure that they can get best value for money from their investment in them.Internal coaching is booming. A recent survey showed that nearly four fifths of large organisations in the UK believe that internal coaching (that is coaching delivered by one employee to another in a different chain of command) will grow over the next three years. Yet there has been surprisingly little written about the unique nature of the internal coaching role. Drawing on the stories of hundreds of internal coaches, coach sponsors, lead coaches, supervisors of internal coaches and coach trainers, Internal Coaching: The Inside Story gives internal coaches a voice. It makes available to hard-pressed HR directors, talent managers, and learning and development professionals the fruits of very practical research into what is working in organisations and how they might maximise the value for money they get from their investment in internal coaches.

Based on the author's firsthand experience during the merger of telecom giants MCI and Verizon, and the implosion of WorldCom, this book teaches how internal coaching programs, when executed properly, can retain and develop talent in the face of rapid change and many unknowns. Part autobiography, part how-to manual and workbook, The Coaching Solution provides corporate managers, executives and coaches with a highly personalized, step-by-step approach to building an effective coaching program. As a former talent management executive, Robertson shares her best practices and lessons learned. Her goal is to promote coaching inside organizations and to guide those interested in building high-performance employees, teams and organizations.

This book highlights some of the unique challenges that are faced when coaching inside your own organization. In comparison to existing coaching literature, which typically focuses on external coaching, this book provides a toolkit specifically for internal coaches. J. Val Hastings draws on over 20 years' of experience, in addition to international interviews with current internal coaches in a range of industries, to explore the questions that create the foundation of strong internal coaching practice: -How do you manage potential conflicts of interest as an internal coach? -How do you coach when you have a vested interest in the outcome? -How do you seamlessly change roles as an internal coach? -How do you help leaders understand what coaching is, as well as its value - and yours - to the organization? -How do you coach the system? Important reading for all internal coaches and coaches in training, this book provides a key set of guiding principles and puts practical resources into the hands of the people who need them. "Only a masterful and insightful coach as Val Hastings could put together a book which teaches how to really deal with this scenario. This one is to be studied once, twice... again, again and again." Juliana de Lacerda Camargo, Master Certified Coach, Partner of R122 and Representative of C4TL in Brazil "Val shares some great insights and ideas on changing the culture of organisations so that colleagues listen more than they fix. Coaching from the Inside makes transformation more accessible for everyone!" Claire Pedrick MCC, Author of Simplifying Coaching "Coaching from the Inside is a masterpiece that reminds leaders that it will bring out the best in individuals, teams, and organizations when developing a coaching culture." HiRho Y. Park, PhD., DMin., PCC, Vice President for International Relations and Advancement, Huree University, Mongolia J. Val Hastings, MCC, is the founder of Coaching4Today'sLeaders and Coaching4Clergy and has been coaching for over 20 years. A coach trainer, coach, mentor-coach, ICF credential assessor, author, and pastor, Val trains coaches across the globe, partnering with them to create internal coaching programs.

Coaching is the hottest trend in leadership today, a billion-dollar industry worldwide, and there are hundreds of coaching books on the market to prove it. But Internal Coaching: Stories of Success in Organizations was created to fill specific gaps in the market, and it differs from other coaching books in significant ways. As titled, the book deals with internal coaching-coaching that originates and is carried out within an organization. The goals of the internal coaching process can thus be aligned with business goals. Coaching can also create a culture of trust and cohesion that improves employee satisfaction and performance. An internal coaching program is an enormously powerful organizational tool, but it requires substantial investment, not least of which is ongoing commitment from top management. Thus, organizations implementing such programs tend to be large-frequently multinational-progressive, highly competitive, and elite. No other book on the market deals so extensively with this coaching environment, because few people have access to it. Internal Coaching is written by practicing coaches-not by consultants, business gurus, theoreticians, or business journalists-who practice at a very high level. The authors are in fact the same people who carried out the initiatives described in the chapters. All are alumni or faculty members of the Columbia University Coaching Certification program, widely regarded as the leading program globally and one of the few offering a concentration in internal coaching. The authors thus share a core discipline and adhere to Columbia's rigorous intellectual and ethical standards. They also share a profound understanding of the transformative nature of coaching, not only for the organization, but for the individuals within the organization. Despite the intensity and complexity of the coaching programs described herein, the discussions in Internal Coaching are completely practical and descriptive of how coaching initiatives work on the ground. The narratives are lively and accessible and will be useful not only to practitioners, but to anyone who wishes to understand the impact of coaching on organizations-for example, CEOs, COOs, CLOs and other executives interested in Human Resources, Learning and Development, or Organizational Development. Internal Coaching will be particularly valuable to executives implementing or considering a coaching program. It will be a refreshing supplemental text for people in MBA or Executive Education programs, in MA and EdD/PhD leadership programs in other administrative disciplines-and, of course, in coaching programs.

Praise for Advancing Executive Coaching "Rich in content, this book is an impressive and varied review of the field of coaching from a notable assembly of authors. It is thought provoking yet practical, and represents an important contribution to a fast-moving field. A must read for anyone interested in executive coaching and all organizations that want to implement coaching " —Marshall Goldsmith, executive coach and author of the New York Times best-sellers, MOJO and What Got You Here Won't Get You There "This excellent book on executive coaching takes the reader on an exciting journey of discovery and explores the link between practice and research. A great resource for HR professionals and coaches." —Professor Stephen Palmer, Ph.D., director of the Coaching Psychology Unit, City University, London, United Kingdom "If you are looking for a solid evidence-based book on leadership and executive coaching – look no further. From tools and techniques, to theoretical frameworks and practice advice on how to implement and measure leadership coaching – it's all here. A must-have for the novice and experienced executive coach alike. Enjoy!" —Anthony M. Grant, Ph.D., director, Coaching Psychology Unit, University of Sydney "The book offers both tested strategies and techniques and an exploration of emerging issues and new directions." —Cindy McCauley, Ph.D., senior fellow at the Center for Creative Leadership "The editors have compiled an 'all-star' roster of authors who tackle issues from implementing and evaluating coaching programs to maximizing the effectiveness of individual coaching relationships. This book will be a must have for anyone interested in world-class executive coaching." —Kurt Kraiger, Ph.D., 2010 SIOP President, Professor and Director of the Industrial and Organizational Psychology Program at Colorado State University

First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.