Business Coaching

In an organisational setting, coaching has traditionally been part of the supervisory role played by line-managers, or more experienced employees, who show less experienced colleagues how to carry out an activity, or set of activities, competently.

This is by default part of the cyclical process of developing an individual’s skills, evaluating their performance, appraising their progress, carried out by the line manager. If the line manager does not carry out the coaching personally, they will have arranged for an experienced employee, usually within the same team as the person being coached, to deliver the coaching. In this context, coaching is, in effect, the teaching of a skill until the skill is learnt and can be consistently performed, independently, to the required standard.

Although the majority of this type of coaching is delivered by people who are more experienced, it is not always the case that they are more senior. Often, because the coach is explaining or demonstrating a skill, or process, the coach can be a younger person, but someone who is capable of passing on their skills to others who are less experienced in that activity.

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