August 2017
Beginner
168 pages
4h 2m
English
As noted in previous chapters, “there is a growing movement among organizations to develop a coaching culture as more companies realize the advantages of such a strategy” (ICF 2016, 3). In theory, this means that organizations of all kinds may be jumping on the coaching bandwagon. In practice, this means that some organizations will do so successfully and others will not. The differentiating factors are found in what we call context and purpose.
Consider the case of Michael. He is the CEO of a midsize not-for-profit. He travels frequently to meet with members and stakeholders and when he does, he uses his time to catch up on business articles, TED Talks, and other content outside his immediate purview. When ...
Read now
Unlock full access