Coaching: a tool - not an end in itself

In recent years, many businesses have implemented coaching programmes in order to improve employee performance, satisfaction and responsiveness to change. However, although these can be effective at a one-to-one level, the overall, long-term benefits to the business as a whole are still open to debate.

Many companies and coaches themselves often fail to adequately recognise and acknowledge that coaching is a tool, not an end in itself. To generate maximum benefits in a business environment, coaching needs to be closely linked to the needs of the business, not just the needs of the individual(s) being coached (unless coaching is being offered purely for personal development).

Measuring performance and making a difference

Performance in respect of business needs must be measured as part of the coaching process. Ideally, coaching in an organisation should be a four-stage process, requiring management and employees to focus on a number of questions:

Over-arching this, no matter what the issue, problem or desired outcome, the really BIG questions everyone should be asking and measuring are “What really matters to us?” and  “How can I - or we - make a difference?” 

The Coaching Study 2004 a research project conducted by The University of Central England into coaching in over 100 blue chip UK companies - reported that “…there is clear evidence that a more systematic and structured approach to the use of coaching will contribute greater value.” (The Coaching Study 2004 UCE/Origin Consulting Ltd)

The BIG Question provides that systematic and structured framework. It incorporates many of most effective principles of coaching and works through:

Coaching can be very effective in terms of helping individuals achieve their own goals in a way which is personally meaningful and rewarding but it sometimes leads them to overlook how their goals and actions will be perceived by those with a different viewpoint.

The BIG Question programme has been designed to overcome this problem through using three highly contrasting perceptual filters – idealist, explorer and pragmatist – to achieve a more balanced view.