gambles, their organizations suffer. When an organization suffers,
the suffering trickles down to a variety of constituency groups.
Profits can be lost, benefits can be lost, jobs can be lost, and what-
ever good things customers and the community at large derive from
the organization’s goods and services are diminished or disappear al-
together. Anything, such as coaching, that helps managers and execu-
tives make good decisions is worth the investment, whether that
means turning around a manager’s or executive’s thinking and/or in-
volving them in more productive habits, skills, and activities.
The emerging trend that is eclipsing the mostly remedial ap-
proach to coaching is to identify high-potential leaders inside or-
ganizations and engage them with skilled coaches early on. The
emergent practice is to use the guidance of a business coach to
make high-potential individuals more effective businesspeople the
same way a sports coach improves the performance of a gifted ath-
lete: transforming natural talent and ability into highly refined
skills and capabilities. While coaches in business and sports spend
time reprogramming bad habits, addressing skills gaps, and estab-
lishing the most productive and efficient activities to enhance the
businessperson’s or athlete’s ultimate goals and objectives, coaches
prefer to (and should) enter the equation sooner rather than later.
The Coaching Connection is, in part, about connecting the dots
between the need for highly skilled, knowledgeable, and wise
coaches and the exponentially increased benefits of preemptive
managerial and executive skill and competency building as opposed
to reactive, after-the-fact interventions. If we have learned anything
from the history of coaching, it is that effective leadership does not
come naturally to the vast majority of people who are promoted
into leadership positions and are paid to lead. We have also learned
that leading is not easy for anyone facing high-pressure demands
from employee, customer, and the board, internal and external eco-
nomic challenges, and complex marketplace competition.
Who, then, is the coaching client? Is it the individual or small team
receiving the coaching or the organization that is paying for it?