Reasons for using coaching

A rapidly evolving business environment. Dealing with change is becoming an everyday challenge. The ability to learn and adapt is quickly becoming an essential skill.

The features of modern organisations. Flatter organisational structures, broader management roles and lower job security have also been contributing factors to the growth of coaching. In iGaming newly promoted individuals often have to adapt to changes in skills, responsibilities and performance very rapidly to keep up with expected productivity.

The financial costs of the poor performance of senior managers/executives. Coaching provides organisations with an opportunity to undertake pre-emptive and proactive interventions to improve their performance.

Improving the decision-making of senior employees. A coach can be used to provide a ‘safe and objective haven’ to discuss issues and give support.

Individual responsibility for development. Coaching can help individuals identify development needs, plan development activities and support personal problem-solving.

Employee demand for different types of training. Research has frequently demonstrated that people are more motivated and learn best when they see that the training is relevant to their job. Coaching, with its focus on work issues and improving job performance, fits in well with this.

Support for other learning and development activities. Coaching is a valuable way of providing ongoing support for personal development plans.

Benefits of Coaching

Talent Shortages. When organisations are suffering from significant skills shortages, money may be better spent developing the skills of current employees through interventions like coaching, rather than spending a great deal of money recruiting external candidates.

Start-up or fast-growing businesses. People who initially set up small business don’t necessary have the skills to manage larger businesses and the growing number of people they need to employ. It’s also unlikely that they can be away from work for extended periods of time for development activities. In this situation, coaching can offer targeted, timely development on identified issues/areas that can be fitted into the individual’s busy schedule.

Behaviour must be changed in a short time. Organisations should only invest in coaching if they think that the issues that need to be addressed can be achieved in a relatively short time.

During times of organisational change. Periods of major organisational change can require significant shifts in the behaviour and attitudes of some employees in order to fit in with new structures or cultures. Coaching can help individuals make these necessary changes.

Changes in job role. Coaching can help individuals who are moving to a new job that requires different skills and abilities. Coaching can be a valuable short-term intervention to help people adapt and cope with their role change.

Supporting Expatriates. Coaching can offer support for expatriates who have to adjust to a new culture and country. These people often have very specific requirements and they need immediate support as issues arise.

Developing the interpersonal skills of ‘valuable’ technical experts. Where certain employees have high levels of specific skills and experience (or critical relationships with contractors/suppliers etc), the organisation might have difficulty replacing its human capital. In this situation, it may be more appropriate to provide coaching to these managers to improve or develop some of their other skills (interpersonal/managerial) so that their careers can progress within the organisation.

 Support for future leaders or senior executives. Senior managers or executives being groomed for leadership roles may be hesitant to attend training course, as they may feel that they should already have the skills, expertise etc. In this situation, coaching can be a suitable intervention as it is confidential, personal and ‘safe’ development option where the individual is using an objective, external person to help them with their development.